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					       Transition Strategy and
         Management Plan

                         Prepared by
               General Services Administration

                         Aug 25, 2008

TSMP Version 1.3              1
This document is hereby authorized for limited release by the General Services

________________________________                 1/7/09
Richard Williams                                 Date
Networx Transition Manager
Integrated Technology Services
General Services Administration

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Table of Contents
1.0 Introduction ................................................................................................. 5
  1.1 Background........................................................................................................... 5
  1.2 Networx Program .................................................................................................. 6
  1.3 Transition Strategy Management Plan (TSMP) Document Overview ................... 9
2.0 TRANSITION OVERVIEW ............................................................................. 9
  2.1 Transition Goals................................................................................................... 10
     2.1.1 Minimize Service Impact ............................................................................... 10
     2.1.2 Transition Service Prior to FTS2001 Contract Expiration .............................. 10
     2.1.3 Expedite Availability of New Services ........................................................... 10
     2.1.4 Minimize Transition Expense ........................................................................ 10
  2.2 Overview of Transition Approach ......................................................................... 11
  2.3 Transition Sequence of Events ............................................................................ 12
3.0 Transition Roles and Responsibilities ..................................................... 13
  3.1 GSA Transition Team .......................................................................................... 14
  3.2 Technology Service Managers (TSMs) ................................................................ 18
  3.3 Contract Management and Support ..................................................................... 18
  3.4 Interagency Management Council (IMC) ............................................................. 18
  3.5 IMC Transition Working Group (TWG) ................................................................. 19
  3.6 Agencies .............................................................................................................. 19
     3.6.1 Agency Transition Manager .......................................................................... 19
     3.6.2 Agency-Level Transition Team...................................................................... 20
     3.6.3 Local Government Contacts (LGCs) ............................................................. 21
  3.7 FTS2001 Contractors .......................................................................................... 22
  3.8 Networx Contractors ............................................................................................ 24
4.0 Transition Planning .................................................................................... 25
  4.1 Inventory Establishment ...................................................................................... 25
  4.2 Estimate and Budget for Transition Costs and Reimbursement to Agencies ....... 26
  4.3 Modify Incumbent FTS2001 Contracts ................................................................ 27
  4.4 GSA Regional Services ....................................................................................... 27
  4.5 Certification & Accreditation (C&A) Concerns ...................................................... 28
  4.6 Designated Agency Representative (DAR) Guidelines ........................................ 29
  4.7 Contractor Support for the Transition Coordination Center (TCC) ....................... 29
  4.8 GSA‘s Operational Support System (OSS) Enhancements ................................. 30
  4.9 Agency Level Transition Planning........................................................................ 30
  4.10 GSA Support for Fair Opportunity ...................................................................... 31
  4.11 Contractors‘ Transition Plans ............................................................................. 31
  4.12 Schedule Development ...................................................................................... 31
5.0 Staffing and Training ................................................................................. 31
  5.1 Staffing ................................................................................................................ 32
  5.2 Training ................................................................................................................ 32
6.0 Transition Execution And Management ................................................... 33
  6.1 Service Provisioning ........................................................................................... 33
  6.2 Progress Tracking and Reporting ........................................................................ 33
  6.3 Communications and Issue Resolution............................................................... 35

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  6.4 Custom Design Documents (CDDs), Managed Design Documents (MDDs), and
  Contract Modifications ............................................................................................... 36
7.0 Transition Support Tools ........................................................................... 37
  7.1 Transition Baseline Inventory (TBI)...................................................................... 37
  7.2 Transition Information Portal (TIP) ....................................................................... 39
  7.3 Transition Coordination Center (TCC) Problem Resolution ................................. 42
  7.4 Networx Pricer ..................................................................................................... 42
  7.5 Networx Inventory Management Application (NIM).............................................. 42
8.0 Risk Management ....................................................................................... 43
  8.1 Sources of Risk.................................................................................................... 43
  8.2 Risk Mitigation ..................................................................................................... 44
9.0 Transition Coordination Center (TCC) ...................................................... 45
  9.1 TCC Objectives.................................................................................................... 45
  9.2 TCC Structure And Functions .............................................................................. 45
  9.3 Operations ........................................................................................................... 46
10.0 Regional Services Transition Plan.......................................................... 46
  10.1 Customer Support For Regional Transition ....................................................... 47
  10.2 Goals And Objectives ........................................................................................ 47
11.0 Change History ........................................................................................ 48
  Appendix A: Glossary ............................................................................................... 49
  Appendix B: Acronyms ............................................................................................. 56
  Appendix C: FTS2001 Transition Lessons Learned Document ................................ 58
  Appendix D: Transition Contract Support Vehicles ................................................... 66
  Appendix E: Responsibility Matrix............................................................................. 75

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1.0 Introduction

The Networx Transition Strategy and Management Plan (TSMP) was developed to
provide guidance on managing the transition from current FTS2001 contracts to the
Networx contracts. This document addresses the program-level approach that GSA
follows to manage a successful transition to Networx. In addition, this document
advocates the importance of coordination and cooperation among transition
stakeholders by clearly defining transition roles, addressing key issues impacting
transition, explaining the underlying systems supporting transition, and establishing
guidance on transition processes and procedures. This comprehensive approach
provides the framework for managing a successful transition to Networx.

The objective of the TSMP is to present GSA‘s approach to successfully managing its
role in the transition from current FTS2001 Bridge and Crossover contracts. It is
intended to provide guidance to the GSA transition team as well as inform Agencies and
contractors. The TSMP also serves as a planning reference to guide Agencies through
all phases of the transition. This document describes the approaches, processes,
factors, and considerations required at the program level for the transition to Networx.

This document is aimed at a strategy and plan for GSA to provide support to Agencies
during the transition timeframe. In addition the Networx Program Office of GSA is also
developing, implementing and executing processes for the long term support of the
Networx program during the transition period. Those efforts are not described in this

1.1 Background

The General Services Administration (GSA), Federal Acquisition Service (FAS),
Integrated Technology Services (ITS) group provides telecommunications and network
services contracts for the use of all Federal Agencies. As current contracts expire,
Agencies rely on GSA to provide replacement contracts that will ensure the continuity of
mission-critical services.

Accordingly, GSA initiated a follow-on acquisition called Networx to meet Agency needs
for the next-generation of telecommunications and related information technology (IT)
services. Networx provides continuity for the services provided by current contracts as
well as a portfolio of new and emerging, next-generation services.

Development of the Networx program has been a collaborative effort between GSA and
the Interagency Management Council (IMC), a body representing the Agency customers
of FAS. The IMC worked in partnership with senior GSA leadership to identify Networx
goals. These goals have driven Networx program requirements, which GSA developed
with Agency representatives of the IMC. In addition, the Agencies, working closely with
the GSA Networx program team, participated in the definition of the GSA Networx
strategy and detailed requirements for the technical, pricing, management, operations,
and transition elements of the program.

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1.1.1 Expiring Contracts (FTS2001 Bridge and Crossover)

GSA has a long-standing history of providing leading-edge telecommunications services
to the Federal Government at best value. In 1998 and 1999, GSA awarded two eight-
year follow-on contracts to replace Federal Technology Service (FTS2000) that
provided long-distance telecommunications services to Federal Agencies. Named
FTS2001, these contracts enhanced and optimized the service offerings of FTS2000 at
significantly lower prices. Subsequently, Crossover contracts that included long-
distance services became available under the FTS2001 Program, providing additional
sources and increasing GSA‘s leverage for lower prices. FTS2001 contracts expired in
2006 and 2007, while the subsequent FTS2001 Crossover contracts are set to expire
between 2008 and 2010. In an effort to decrease the immediate transition burden on
Agencies migrating from existing FTS2001 contracts, GSA awarded Bridge contracts
that provide for continued service with Sprint and MCI beyond the December 2006 and
January 2007 timeframes respectively. The Sprint Bridge contract began in December
2006, and MCI‘s Bridge contract was awarded in January 2007; both will continue for a
minimum of 24 months, with three (3) six month options to extend beyond the base

Note that generally throughout this document the term ―FTS2001 contracts‖ includes
both the Bridge and Crossover contracts.

1.1.2 Lessons Learned

GSA and the IMC conducted a thorough analysis of the upcoming Networx transition in
order to avoid similar issues encountered with the FTS2001 transition effort. The
results comprise a set of lessons learned that can be categorized into the following

         Transition planning
         Transition execution
         Transition control, tracking, and monitoring

More detailed information is available in the ―FTS2001 Transition Lessons Learned‖
document, which is included as Appendix C. GSA and the IMC‘s Transition Working
Group (TWG) use these lessons learned as a foundation and guide for transition
planning. Further, the Government Accountability Office (GAO) emphasized the
importance of lessons learned when it audited the transition planning efforts.

1.2 Networx Program

GSA Networx provides high-quality telecommunications and network services and
solutions at attractive prices that meet or exceed Agency mission requirements and
conform to Government policies and standards. GSA anticipates that the

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unprecedented success of FTS2001, achieved by aggregating the buying power of
Federal Agencies, will continue with Networx, resulting in continued savings to the
Government. GSA Networx provides continuous competition to satisfy specific
networking projects, emerging requirements, technology refreshment, and access to

1.2.1 Networx Goals

GSA and IMC representatives established the following program goals for the Networx

      Service continuity: All services to all locations that are currently provided on the
    FTS2001 and Crossover contracts must be included in the Networx program.
     Highly competitive prices: Prices on the Networx program must continue to be
    better than prices available elsewhere in the telecommunications marketplace.
     High-quality service: Service on the Networx contracts must be provided by
    reliable providers. The contracts must include enforceable specifications that will
    ensure high-quality service is delivered throughout the term of the contracts.
     Full service providers: Service providers who are awarded contracts on Networx
    must be capable of providing a broad array of services, allowing Agencies to select
    a single source for multiple needs.
     Alternative sources: Networx must provide access to a broad spectrum of
    industry service providers that give Agencies access to innovative developments.
     Operations support: Networx must improve service management, ordering,
    billing, and inventory management and the information systems that support
    service delivery.
     Transition assistance and support: The contracts must include provisions that
    facilitate a successful transition. These provisions include demonstration of
    contractors‘ operational support systems (OSS) so transition can begin and
    proceed efficiently, detailed transition reporting, and provisioning Service Level
    Agreements (SLAs) to help ensure timely transition.
     Performance-based contracts: The contracts must have enforceable standards
    with SLAs.

GSA also identified specific transition goals, and these are discussed in detail in Section

1.2.2 Networx Contracts

The Networx contracts were awarded as follows:

Universal          March 2007      AT&T, MCI (Verizon Business), and Qwest
Enterprise         May 2007        AT&T, MCI (Verizon Business), Level (3), Sprint, and

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1.2.3 Program Schedule

In partnership with transition stakeholders such as the IMC, GSA is tracking key
programmatic milestones as Agencies prepare for the transition to Networx. While not
transition activities themselves, they impact transition and are of interest to those
concerned with the success of transition. Awards of the Universal and Enterprise
contracts and the Notice to Proceed to each vendor, signifying the beginning of
performance on the contracts, were the first important milestones. After award, the
Agencies began determining the contractors from whom the Agencies will order
services; this is done through the Fair Opportunity process. With those decisions made,
the Agencies place their transition orders, and transition begins. The timeline for these
activities is depicted in Exhibit 1.2.2 below.

                                   Exhibit 1.2 Networx Program Schedule

                                         Notice to
                               3/07                                                                   Bridge Contract
                             Universal                                                                    Options
                              Awards                                                                     Expiration

                                                                                 11/07 - 4/10
                                                        4/07 - 9/08
                    10/05 - 6/07                                             Transition Services
                                                     Fair Opportunity
               Source Selection Phase                                            To Networx

        1/06                      1/07                          1/08        1/09                   1/10

  Oct 2005                                                                                                      Aug 2010
                                                       Notice to
                                           Enterprise Proceed                                                   MCI
                                            Awards       6/07                                              Bridge Contract
                                              5/07                                                             Options

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1.3 Transition Strategy Management Plan (TSMP) Document Overview

1.3.1 TSMP Objective

The objective of the TSMP is to present GSA‘s approach to successfully managing its
role in the transition from the FTS2001 contracts. It is intended to provide guidance to
the GSA transition team as well as inform Agencies and contractors. The TSMP also
serves as a planning reference to guide Agencies through all phases of the transition.
This document describes the approaches, processes, factors, and considerations
required at the program level for the transition to Networx.

1.3.2 TSMP Document Scope

      Provides an overview of each of the characteristics of the transition effort.
      Describes the roles and responsibilities of all involved stakeholders.
      Describes, in detail, each of the transition planning activities to ensure transition
       stakeholders are adequately prepared for transition.
      Discusses GSA‘s approach to transition management.
      Discusses the transition support tools that GSA uses and made available to
       Agencies, in order to facilitate each Networx transition activity.
      Discusses the transition cost reimbursement process for Agencies.
      Describes risk management strategies to mitigate risk during transition.
      Discusses the GSA Transition Coordination Center (TCC), which is the liaison
       between all transition stakeholders to ensure transition to Networx runs
       according to schedule and expectations.
      Describes GSA‘s approach to Regional Services transition, which consists of
       moving long-distance services that connect to customers through consolidated
       regional systems.

Appendices provide more detailed information pertaining to transition planning.


Transition is defined as the movement of services from the FTS2001 contracts to
Networx and continues until the disconnection of all services from the FTS2001
contracts. Transition planning, transition execution, and management activities are
critical to the success of the transition to Networx and require participation by all
stakeholders. The Agencies using FTS2001 services have the primary responsibility for
completing transition successfully. GSA, as the owner of the contracts and program
manager, supports the Agencies by managing the contractors and providing a
Government-wide perspective to planning and execution.

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2.1 Transition Goals

In line with the Networx program goal of Transition Assistance and Support, GSA
identified four major transition goals, which are described in this section. These were
recognized from GSA and transition stakeholder planning sessions, and, more
specifically, the lessons learned from the transition from FTS2000 to FTS2001.

2.1.1 Minimize Service Impact
It is important to minimize interruptions in Agencies‘ operations as services are
transitioned from FTS2001 to Networx. One way to manage this is for Agencies to
identify mission critical services to be transitioned during low risk periods. Similarly,
cutovers should be performed at times of lowest activity whenever possible. Agencies
should also define critical periods of operation during which transitions should be
avoided or more carefully orchestrated, such as during tax season for the IRS or
hurricane season for FEMA. It is also important that the contractors test new services in
advance of the scheduled cutover time and that GSA manage the contractors to
established procedures for falling back to incumbent services if cutovers fail.

2.1.2 Transition Service Prior to FTS2001 Contract Expiration

While the base period of the Bridge contracts provide FTS2001 services through
December 2008, the volume of activity associated with a transition effort as large as the
FTS2001 transition to Networx requires that GSA and the Agencies begin transition
activities as soon as possible to ensure no break in service due to expiration of the

2.1.3 Expedite Availability of New Services

The Networx acquisitions include services currently in use on the FTS2001 contracts as
well as approximately 20 new services that reflect new technologies and new customer
requirements. This provides the Agencies the opportunity to transform from legacy
services to converged services such as Voice Over Internet Protocol (IP) (VOIP) and to
newer technologies, such as from Asynchronous Transfer Mode (ATM) or Frame Relay
to IP. The combination of more services, greater competition, and improved
performance provide significant incentive to transition to Networx.

2.1.4 Minimize Transition Expense

The costs associated with the Networx transition are directly related to the overall length
and scope of the effort. For example, costs such as Government staff augmentation
and contractor support can be significantly reduced with proper planning. The need to
run parallel operations during the transition also can significantly impact an Agency‘s
overall costs for transition. In an attempt to minimize financial impacts, GSA began
working with the Agencies in 2003 to plan for transition. This planning has provided

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necessary time to identify risks and implement mitigation solutions as well as program
for financial resources well in advance.

2.2 Overview of Transition Approach

The GAO report, ―Full Adoption of Sound Transition Planning Practices by GSA and
Selected Agencies Could Improve Planning Efforts,‖ June 2006 identified best practices
for conducting effective transition planning. In particular, GAO identified five sound
transition planning practices:

   1. Establish an accurate telecommunications inventory and an inventory
      maintenance process
   2. Perform a strategic analysis of telecommunications requirements and use this to
      shape the Agency‘s management approach and guide efforts when identifying
      resources and developing a transition plan
   3. Establish a structured management approach that includes a dedicated transition
      management team that uses clear lines of communications in addition to key
      management processes, such as project management, configuration
      management, and change management
   4. Identify the funding and human capital resources that the transition effort requires
   5. Develop a transition plan that includes transition objectives, measures of
      success, and risk assessment, and a detailed timeline.

GSA and the Agencies have been working together for several years to ensure not only
sound transition planning but also execution and management of transition. In fact, the
TWG was formed in 2003 and currently meets regularly. GSA has taken a strategic role
in defining transition planning, transition execution, management activities and
stakeholders. GSA‘s approach to planning for transition includes facilitating the
establishment of the inventory to be transitioned and leading the definition and
resolution of program-level factors and issues. While the Agencies using FTS2001
services have the primary responsibility for executing transition successfully, GSA
supports the Agencies by managing the contractors and providing a Government-wide
perspective on execution, which includes tracking and facilitating issue resolution.

GSA‘s strategic planning activities include:
       Establishing the inventory of services on existing contracts
       Estimating the program costs of transition
       Modifying incumbent FTS2001 contracts to provide greater transition support
       Planning for transition of services delivered through GSA‘s regional offices
       Addressing the impacts of security compliance on the start of transition
       Standardizing the guidance on who can place orders on the Networx
       Establishing a Transition Coordination Center (TCC)
       Assessing the readiness of GSA‘s operational support systems (OSS) for

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          Offering support to Agencies for transition planning
          Providing guidance to Agencies for making their fair opportunity decisions
          Guiding the contractors‘ development of their transition plans
          Maintaining a master schedule of Government-wide activities.

GSA‘s role in transition execution and management includes:
       Advising Agencies on the terms of the contracts regarding provisioning
         services and monitoring progress of service delivery
       Progress tracking and reporting
       Communications and issue resolution
       Transitioning customized solutions

2.3 Transition Sequence of Events

There are several key milestones in the Networx program that drive the schedule for
transition events. As discussed in Section 1.2.3, chief among these milestones is award
of the contracts and subsequent Notice to Proceed. Since Networx contractors may not
process orders until they have successfully demonstrated their OSS meet the
verification requirements for ordering and billing and for federal security policies, these
achievements are also important to the schedule. Driving the schedule for the
completion of transition are the terms of the Bridge contracts.

The Networx transition schedule identified in Exhibit 2.3 below highlights several
significant transition activities and their expected timeframes as part of the Networx
program schedule.
    Validation of Transition Baseline Inventory: Inventory has been identified as a
        critical success factor for effective transitions. GSA and transition stakeholders
        have collected FTS2001 contract data to develop a comprehensive inventory.
        Agencies will then validate the inventory data. In order to establish a baseline for
        tracking transition progress, GSA took a snapshot of the inventory just prior to
        the Agencies‘ beginning to place orders. This becomes the Transition Baseline
        Inventory (TBI). As transition proceeds, new FTS2001 orders and disconnects
        from FTS2001 continue to be maintained in the TBI database.
    Fair Opportunity for Reimbursement: GSA reimburses Agencies for certain
        transition costs, provided those Agencies meet specific criteria. One of those
        criteria is to complete the Fair Opportunity decisions for services to be
    GSA Recommendations: To further expedite transition, GSA recommends
        Agencies make the majority of their Fair Opportunity decisions by March 2008,
        submit the majority of their transition orders by January 2009, and submit their
        disconnects by January 2010.
    Submit Disconnects for FTS2001: As mentioned previously, the end of the Bridge
        contracts signifies the latest time by which all services must be disconnected
        from those contracts, whether the services transition to Networx or not.
    E-MORRIS: Enhanced Monthly Online Records and Reports of Information
        Technology Services (E-MORRIS) is an internal OSS GSA uses to process

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      inventory and billing information. E-MORRIS will process the first invoices and
      inventory data for Networx.

                      Exhibit 2.3 Networx Transition Schedule

3.0 Transition Roles and Responsibilities

The primary stakeholders in Networx transition include all who are responsible for
planning, executing, and managing the transition. Exhibit 3.0 presents the five major
groups of Networx transition stakeholders: GSA Transition Team, IMC, TWG, Agencies,
and contractors for FTS2001 and Networx contracts. Although some of these groups
include many of the same people, the role the group members fill differs across the
groups. GSA‘s Technology Service Managers (TSMs formerly known as GAMs) also
have a significant role in transition, as they are often the primary interface between GSA
and the Agencies. In addition, Contract Management comprises the program offices for
FTS2001 and Networx, who work closely with the transition team on matters impacting
the success of transition.

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                          Exhibit 3.0 Transition Stakeholders


      Interagency                                                      Contractors
     Management                    GSA Transition                    Contractors
   Management                                                        (FTS2001/
     Council                           Team                            Cross Over
                                                                     Cross Over
       (IMC)                                                           & Networx)
                                                                     & Networx)

                      GSA TSMs


Each group of transition stakeholders is discussed in more detail in the subsequent
sections of this chapter.

3.1 GSA Transition Team

The GSA Transition Team is comprised of three interdependent functions: GSA
Transition Planning and Management, the Transition Coordination Center (TCC), and
Regional Services. The GSA Transition Team is responsible for providing oversight of
the activities for the FTS2001 and Networx programs that are directly related to

3.1.1 GSA Transition Planning and Management

The GSA Transition Planning and Management team includes the overall planning,
execution and management of transition from GSA's perspective. The GSA Transition
Manager leads the Transition Planning and Management team and is responsible for
managing all aspects of transitioning services from the FTS2001 contracts to Networx.
The Transition Manager is supported by a dedicated transition team to help coordinate
the execution of transition tasks and activities, including transition planning, transition
oversight, and project management. Exhibit 3.1.1 documents the roles and
responsibilities of this team.

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       Exhibit 3.1.1 GSA Transition Planning and Management Roles and

    Stakeholder         Transition Roles           Transition Role Details
                       Transition Activities   Coordinate activities of GSA
                                               Transition Planning and
                                               Management Team and TCC,
                                               GSA‘s support contractors,
                                               Agency Transition Managers,
                                               and Networx contractors.
                       Networx Transition      In conjunction with TWG and
                           Strategy            Agencies‘ Transition Managers
                                               (TMs), develop and disseminate
                                               strategic guidance and
                                               Government-wide plans.
                                               Develop overall strategy for
                                               transitioning to the Networx
                                               contracts that takes into
                                               account requirements of the
                                               Agencies as well as GSA.
                     Transition Strategy and   Develop TSMP to describe how
                    Management Plan (TSMP)     GSA monitors the transition to
                                               include processes and timelines
   GSA Transition                              needed to meet the
    Planning and                               requirements of the overall
    Management                                 transition effort.
                       Agencies‘ Guidance      Participate as a member of the
                                               TWG in defining, developing,
                                               and disseminating guidance to
                                               customer Agencies regarding
                                               the Networx transition effort.
                        Networx Contract       Enforce compliance with
                          Compliance           Government responsibilities for
                                               transition in the Networx
                       TCC Management          Manage the overall operation of
                                               the TCC and transition efforts.
                     Planning and Execution    Coordinate transition planning
                     with Regional Services    and execution activities with
                                               Regional Services.
                                               Provide guidance and
                       Agency Assistance       assistance to Agencies for the
                                               transition to Networx.
                                               Monitor Networx contractors‘
                     Performance Monitoring    performance during the

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                                                   Provide program management
                                                   and control for transition,
                                                   including maintaining master
                                                   schedule for transition.
                         Program Management        Define the roles and
                                                   responsibilities of GSA
                                                   organizations and teams
                                                   supporting transition and
                                                   establish interfaces to them.
                                                   Support GSA management in
                                                   its coordination with external
                                                   stakeholders such as Congress,
                           Coordination with
                                                   the Office of Management and
                         Oversight Stakeholders
                                                   Budget (OMB), and the GAO
                                                   concerning the Networx
                                                   Complete an estimate of
                                                   program costs of transition and
                           Program Analysis
                                                   manage expenditure of
                                                   budgeted monies

3.1.2 GSA Transition Coordination Center (TCC)

The TCC is a GSA organization headed by the TCC Manager and reporting to the GSA
Transition Manager. The TCC Manager is the primary interface between the TCC,
TWG, Agency Transition Managers, and transition teams of the FTS2001 and Networx
contractors. Exhibit 3.1.2 identifies the functions that comprise the TCC. Section 9
describes the TCC concept of operations.

                  Exhibit 3.1.2 GSA TCC Roles and Responsibilities

    Stakeholder          TCC Team                 Transition Role Details
                                           Provide cutover assistance to TCC
                          Cut Team
                                           customers as required.
                                           Perform system development,
                      Systems Support      administration, maintenance, and
                           Team            troubleshooting of the software
                                           applications that support the TCC.

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                                              Conduct the day-to-day TCC activities,
                                              which include: tracking action items,
                                              managing day-to-day assignments of
                                              work schedules, developing Standard
                      Operations Team
                                              Operating Procedures (SOPs),
                                              conducting TCC internal training,
                                              tracking and reporting on transition,
                                              and managing trouble tickets.
                                              Develop and maintain a schedule of all
                                              TCC activities, manage and administer
                    Project Management        the TCC contractors‘ performance
                     and Control Team         under their Task Order, and provide
                                              oversight of the other TCC teams‘
                                              Serve as liaison to the Regional
                                              Transition Managers that are located
                                              throughout the eleven GSA regions.
                                              Facilitate resolution of issues that
                                              affect multiple customers and multiple

3.1.3 GSA Regional Support

GSA Regional Services is responsible for planning and coordinating the transition from
FTS2001 to Networx for the Agencies who have service through the regions‘
consolidated systems. Exhibit 3.1.3 summarizes the roles and responsibilities of GSA
Regional Services for Networx transition. The Regional Support liaison function
coordinates between the TCC and Regional Services. Additional information regarding
Regional Services is available in Chapter 10.

            Exhibit 3.1.3 Regional Services Roles and Responsibilities

    Stakeholder          Transition Roles              Transition Role Details
                                                  Provide transition support for the
                                                  consolidated systems in their
                        Regional Transition
                                                  regions. Track and report the to
                        Managers (RTMs)
                                                  the TCC completion of transition
   GSA Regional                                   orders for their specific regions.
     Services             Transition Plans        Develop regional transition plans.
                           Assessments            Perform regional assessments.
                                                  Identify regional transition
                                                  resource requirements.

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                                                 Communicate with customers on a
                          Communication          local, regional, and national level
                                                 and with the TCC.
                                                 Participate in transition and
                                                 acquisition working groups and
                                                 work with the Networx PMO and
                            Participation        Transition Team to resolve issues
                                                 and assist customers with using
                                                 Networx in conjunction with
                                                 regional contracts.

3.2 Technology Service Managers (TSMs)

TSMs are GSA FAS personnel assigned to specific Agencies and who serve as the
customer's single point of contact for network services. TSMs serve as an Agency‘s
first line of communication with GSA. They coordinate with the TCC to provide
customer outreach as required. TSMs provide advisory and education services to major
Agencies; however, they do not provide dedicated support for transition execution. The
Networx PMO (NxPMO) Help Desk (see Section 7.3) is the primary interface to GSA
(specifically the TCC) for transition support. The Networx Communications Plan (see
Section 6.3) contains additional information on the role of the TSMs in communications
between Agencies and GSA.

3.3 Contract Management and Support

Contract Management is responsible for overall life-cycle management of the FTS2001
and Networx contracts and supports transition through Subject Matter Experts (SMEs)
in the areas of inventory, billing, ordering process, contract deliverables, GSA OSS,
FTS2001 and Networx OSS, contract modifications, the Statement of Work (SOW)
process, and other topics that, while not specifically transition, certainly impact the
success of transition. SMEs have an in-depth understanding of telecommunications
technology and the Networx contracts. They coordinate with Agency personnel and
contractors (FTS2001 and Networx) as needed throughout the life of the contract.

3.4 Interagency Management Council (IMC)

The IMC serves as an advisory body for the development, coordination, and oversight
of telecommunications programs pertaining to the Federal Government and related
activities and organizations. The IMC is comprised of senior Federal executives
representing fourteen (14) Cabinet-level departments and several other Agencies. The
IMC also provides a forum for Agency participation in the planning and oversight of
GSA‘s telecommunications services. Additionally, the IMC resolves issues escalated by
the IMC TWG as needed.

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3.5 IMC Transition Working Group (TWG)

The IMC TWG is responsible for channeling Agency issues to the appropriate groups
including the IMC and other key stakeholders in order to provide meaningful guidance
on transition issues. As an active member of the TWG, GSA facilitates resolution of
TWG issues in coordination with the TWG Chairperson. GSA is responsible for
capturing all Agency issues, providing guidance where necessary, and tracking the
issues through resolution.

The TWG promotes collective Government planning related to the transition from
expiring FTS2001 contracts to the Networx contracts. The TWG has encouraged
Agencies to send representatives to TWG meetings in order to voice transition
concerns, seek guidance on transition issues, and learn about transition best-practices.
Specifically, the TWG addresses technical, contractual, operational, political, and
financial aspects of the FTS2001 and Networx contracts.

3.6 Agencies

The primary responsibility of each Agency is to manage and monitor all activities and
functions relative to the Agency-level transition to Networx. All Agencies have
appointed a Transition Manager and a Transition Team to coordinate the transition
activities within the Agency.

3.6.1 Agency Transition Manager

Each Agency‘s Chief Information Officer, or other authority as appropriate, appoints an
Agency Transition Manager. GSA hosts regular meetings of all TMs to pass along
information, conduct workshops, deliver training, and other communication of decisions,
plans, and helpful resources that come from the TWG. Exhibit 3.6.1 identifies the roles
and responsibilities of Agency Transition Managers.

       Exhibit 3.6.1 Agency Transition Manager Roles and Responsibilities

    Stakeholder           Transition Roles               Transition Role Details
                                                  Engage Agency staff to address
                                                  requirements for :
                                                  - Personnel
                       Address Requirements
                                                  - Financial Resources
       Agency                                     - Critical functions
      Transition                                  - Inventory Validation.
       Manager                                    Escalate issues to TWG or Agency
                           Issue Escalation
                                                  Management as appropriate.
                                                  Provide overall program
                        Program Management
                                                  management support of the
                                                  Agency‘s transition to Networx.

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                                                 Plan and prepare Agency-specific
                        Transition Strategies
                                                 transition strategies.
                                                 Execute activities of the overall
                                                 transition to ensure that FTS2001
                        Execution Activities     services are transitioned to Networx
                                                 Ensure new orders are placed in a
                                                 timely manner.
                                                 Serve as the designated point of
                                                 contact for the planning and
                       Agency-Level Support
                                                 management of all transition
                          Transition Team        Serve as the interface to the GSA
                             Interface           Transition Team.
                                                 Submit or validate and forward
                                                 requests for Agency personnel to
                            OSS Access           access transition systems in order
                                                 to centrally control who has what
                                                 authorities within each system.

3.6.2 Agency-Level Transition Team

Agency-Level Transition Teams, if needed, will provide sub-Agency and local level
support, Agency transition support, and FTS2001 contract support. Exhibit 3.6.2
identifies some possible roles and responsibilities of Agency-Level Transition Teams,
which include the Designated Agency Representatives (DARs) who place and manage
orders following the ordering process as defined in the FTS2001 and Networx contracts.

     Exhibit 3.6.2 Agency-Level Transition Team Roles and Responsibilities

        Stakeholder       Transition Roles           Transition Role Details
                                                Serve as the interface to the
                                                Local Government Contacts
                                                (LGCs) or end-user customers.
                          Sub-Agency and
                                                Provide Fair Opportunity support
                         Local Level Support
                                                using the Networx contracts.
                                                Distribute transition information to
     Transition Team
                                                the Agency.
                                                Support the GSA Transition
                                                Manager in establishing an
                          Transition Support
                                                FTS2001 Transition Baseline
                                                Inventory (TBI)

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                                                  Alert the Agency Transition
                                                  Manager to any Agency-specific
                                                  Review site transition plans as
                                                  Prepare, process, and validate all
                                                  Networx service orders
                                                  (performed by the DAR).
                                                  Validate and place FTS2001
                                                  disconnect requests (performed
                                                  by the DAR).
                                                  Report transition status to the
                                                  Agency Transition Manager.
                                                  Ensure orders are processed and
                                                  accepted within the prescribed
                                                  intervals or timelines.
                                                  Alert the Agency Transition
                                                  Manager of obstacles and/or
                                                  delays in executing transition.

Additional information on Agency-level transition planning is available in Section 4.9.

3.6.3 Local Government Contacts (LGCs)

LGCs are technical contacts at service delivery points or Agencies‘ sites who work in
conjunction with FTS2001 contractors, Networx contractors, Agencies, and other
transition stakeholders to successfully transition services to Networx. Exhibit 3.6.3
presents the roles and responsibilities of LGCs.

       Exhibit 3.6.3 Local Government Contacts Roles and Responsibilities

        Stakeholder         Transition Roles           Transition Role Details
                                                   Coordinate site visits.
                           Provide Site Access     Review contractor credentials.
                                                   Coordinate site access.
                                Coordinate         Receive need for Government
                               Government          Furnished Property (GFP).
                            Furnished Property     Coordinate delivery of GFP.
                                                   Review orders to prepare for
      Contact (LGCs)
                                Installation       Communicate with the Networx
                               Coordination        contractor(s) and site contacts.
                                                   Ensure site, equipment, and
                                                   resources are prepared.

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                                                   Receive notifications from
                                                   contractor(s) on changes or
                                                   problem notifications of
                                                   transition orders.
                               Changes or          Verify impact of changes or
                               Notifications       problems.
                                                   Coordinate with local points of
                                                   contact to resolve problems that
                                                   may arise.
                                                   Manage change requests.
                                                   Coordinate and oversee test
                                                   and acceptance procedures.
                                                   Test services as provided.
                             Test and Service      Report and resolve issues with
                               Acceptance          the Networx contractor(s)
                                                   regarding faulty service.
                                                   Issue acceptance notices as
                                                   required by Agencies.

3.7 FTS2001 Contractors

FTS2001 contractors have a critical role in the cutover and ultimate disconnection of
services from their contracts. They participate in service-by-service transition planning
activities and interact with the GSA Transition Team, Agencies, and Networx
contractors. The FTS2001 contractors are responsible for coordinating with Agencies
and Networx contractors to disconnect all FTS2001 services as requested by the
Agencies. Additionally, the FTS2001 contractors interact with the GSA TCC by
providing transition status reports. The GSA TCC Team uses these reports to track
overall progress as Agencies transition to Networx. Exhibit 3.7 below identifies the
specific roles and responsibilities of FTS2001 contractors.

            Exhibit 3.7 FTS2001 Contractors’ Roles and Responsibilities

     Stakeholder            Transition Roles               Transition Role Details
                                                    Assist Agency efforts to prepare
                                                    for transition execution, such as to
                            Provide Transition      develop baseline inventory,
                            Planning Support        determine system requirements,
                                                    and gather site-specific
                           Identify a Transition    Select a TPOC to facilitate the
                             Point of Contact       transition of services to the
                                  (TPOC)            Networx contract.

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                                             Participate in a detailed service-
                                             by-service transition planning with
                   Participate in Detailed
                                             Networx contractors beginning
                                             with the award of the Networx
                    Transition Planning
                                             contract and continuing until the
                                             last circuit is disconnected.
                                             Support the Network Interface
                    Provide Circuits as      Facilities (NIF) for gateways in
                   Gateways Required to      accordance with service orders
                       Interface with        placed by GSA. GSA will
                    Successor Provider       coordinate the NIF requirements
                         Networks            with the Networx contractor prior to
                                             placing service orders.
                                             Provide additional provisioning
                                             information to the Agency
                                             Transition Manager or Local
                                             Government Contact on the
                    Provide Transition
                                             transitioning service within two
                      Support Data
                                             weeks of receiving the request.
                                             FTS2001 contractors are not
                                             required to provide proprietary
                                             details of the network internals.
                                             Prepare, pre-test, and activate
                                             network routing and trunking
                                             translations, and other required
                     Prepare Routing
                                             software changes with the Networx
                     Translations and
                                             contractor on a coordinated basis.
                                             Networx contractors must provide
                                             a minimum of two weeks for
                                             Support pre-cutover testing and
                                             access to the network of the
                                             Networx contractor during normal
                   Support Pre-Cutover       business days (NBD). The
                        Testing              Networx contractor must provide a
                                             minimum of two weeks notice of
                                             testing dates to the FTS2001
                                             Provide fallback capabilities if a
                     Support Fall Back       transition cutover fails or there is a
                        Requests             problem with the Networx
                                             contractor‘s service after cutover.

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                                                     Present weekly transition/phase-
                                                     out status report to the GSA
                                                     Transition Manager and the
                             Provide Transition
                                                     Agency Transition Manager. The
                              Status Reports
                                                     report contents and data elements
                                                     must conform to the FTS2001
                                                     contractual reporting requirements.

3.8 Networx Contractors

The Networx contractors are responsible for delivering services ordered by Agencies in
compliance with the Networx contracts. Networx contractors work directly with Agency
representatives to provide transition planning, transition execution, and communication
support, with GSA‘s oversight. Networx contractors also coordinate essential transition
activities with the GSA TCC to ensure that Agencies receive quality service with an
emphasis on making transition successful. Toward that end, service level agreements
(SLAs) on the Networx contracts are in full effect during transition. Exhibit 3.8 identifies
the roles and responsibilities of Networx contractors.

            Exhibit 3.8 Networx Contractors’ Roles and Responsibilities

     Stakeholder           Transition Roles                Transition Role Details
                                                    Provide transition planning
                                                    documents as specified in the
                                                    contract, including Transition
                                                    Management Plan (TMP), Agency-
                           Transition Planning      Level Transition Plans (ALTP), and
                                Support             Transition Project Specific Plans
                                                    Provide guidance to GSA and the
                                                    IMC relative to industry issues,
      Networx                                       interests, and best practices.
                                                    Accept and acknowledge orders.
                                                    Provide services ordered within
                                                    contractual intervals.
                                                    Conduct cutover of service.
                          Transition Execution      Provide the status of transition
                                Support             activities.
                                                    Support efforts of Agency and
                                                    contractors to mitigate schedule
                                                    issues while meeting provisioning

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                                                   Provide Transition Action Notices
                                                   that describe transition activities
                                                   scheduled for execution in sixty (60)
                                                   Provide GO/NO-GO Transition
                                                   Notices that alert recipients to the
                                                   status of transition cutovers or other
                                                   significant activities scheduled
                                                   within the next 24 to 48 hours.
                                                   Provide Weekly Transition Planning
                                                   Reports that describe progress in
                                                   scheduling transitions.
                                                   Provide Weekly Transition
                                                   Execution Reports that describe
                                                   progress in completing transitions.

4.0 Transition Planning

Transition planning encompasses anticipating and addressing all the possible factors
affecting the start and successful completion of transition. These activities include:
establishing inventory, estimating and budgeting for transition costs, modifying
incumbent FTS2001 contracts, developing Regional Services coordination, addressing
Certification & Accreditation (C&A) concerns, documenting Designated Agency
Representative (DAR) Guidelines, establishing the Transition Coordination Center
(TCC) and contractor support, developing enhanced operational support systems
(OSS), advocating Agency-level transition planning, supporting Fair Opportunity,
analyzing contractors‘ transition plans, developing Networx transition schedules, and
defining an approach for prioritizing transition orders during crises on a large scale or
across multiple Agencies.

4.1 Inventory Establishment

Establishment of an FTS2001 baseline inventory ensures all stakeholders have a
comprehensive understanding of the services that must be disconnected and provides
information for planning for the initial growth of services on Networx. Inventory
establishment, that is, the development of Transition Baseline Inventory (TBI), is a
necessary requirement for a successful transition as identified in the FTS2001 Lessons
Learned document (Appendix C). GSA‘s role relative to inventory establishment is to
assist Agencies in developing an accurate baseline inventory. An accurate and
complete inventory enables the following:

      Establish a validated baseline inventory that accurately identifies the services to
       be transitioned and subsequently disconnected

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      Provide a baseline of record for measuring transition progress in a consistent
       manner across all Agencies, vendors, and services
      Provide input to the Networx Pricer in order to facilitate Agency Fair Opportunity
      Serve as an input to the Transition Information Portal (TIP) (see Section 7.2) for
       transition tracking
      Support the transition credit process.

The TBI has evolved through a period of development and continuous building of the
data therein. GSA populated TBI with data from the FTS2001 contractors and merged it
with billing data GSA routinely receives. In January of 2007 GSA released the TBI into
production and gave Agencies access to validate their records it contained or to upload
their own data from Agency-specific databases. At the end of this validation period,
GSA took a snapshot of the data to form the baseline from which to measure transition
progress. Also during the validation period, GSA provided the list of street addresses
from TBI to Telcordia to validate as many addresses as possible and their formats prior
to Agencies placing orders. This should minimize provisioning errors or delays resulting
from unknown addresses.

Although Agencies are not required to use the TBI application, there are several
significant reasons for Agencies to validate the data. First and foremost, it is the
database of record for GSA‘s reporting of transition progress, Government-wide and
Agency- or vendor-specific, and Agencies should use this as a basis for their internal
reporting needs. One of the lessons learned from the previous transition prescribed
single-source reporting to avoid conflicting data. Also, GSA has recommended that
Agencies who do not have an existing FTS2001 inventory use the TBI application for
transition planning. The application provides a starting point for Agencies to establish
their validated baseline inventory.

The TBI application and how it is used for tracking transition are discussed in greater
detail in Sections 7.1 and 7.2.

4.2 Estimate and Budget for Transition Costs and Reimbursement to Agencies

Transition costs can be separated into component elements that are either the
responsibility of the Networx program or of the Agencies. The Networx program
reimburses certain transition costs the Agencies incur in order to reduce the financial
burden of transitioning from the expiring contracts. The Taxonomy developed by the
TWG and signed by the IMC identifies the transition cost elements to be borne by the
Networx program and by the Agencies.

GSA completed a detailed, comprehensive estimate and budget for Networx transition
costs for program-level support and certain costs GSA reimburse to the Agencies, as
defined in the Taxonomy. It is based on similar costs to transition to FTS2001, a
projection of traffic and service mix from what is on FTS2001 to what can be expected
on Networx, and an assumption of how much FTS2001 service will actually undergo

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physical transition to a new service provider on Networx. The transition estimate
applies to Networx program costs only and does not include Agency-specific costs. A
detailed white paper describing the methodology is available to Government personnel.
GSA has budgeted for the FTS2001 transition to Networx through the Acquisition
Services Fund (formerly known as the IT Fund-299X).

GSA subsequently developed a detailed process for reimbursing Agencies those costs
identified as Networx program costs. It became incorporated into the Taxonomy on
May 31, 2007, and the IMC approved it June 11, 2007. This process formed the basis
for development of an application to administer the process in E-MORRIS.

4.3 Modify Incumbent FTS2001 Contracts

The incumbent FTS2001 contracts were modified to ensure that appropriate contractor
assistance will be provided throughout the FTS2001 to Networx transition. Coordination
with FTS2001 contractors was identified as a significant lesson learned for the FTS2001
transition. Therefore, GSA negotiated modifications with each of the FTS2001
contractors to ensure their involvement in the transition to Networx.

The FTS2001 contract modification includes those responsibilities defined in Section
3.7, above, which include, but are not limited to the following activities:

        Assisting GSA and Agencies in planning for transition to Networx by gathering
         FTS2001 inventory data, system requirements, and site specific information
        Participating in service-by-service transition planning and execution activities with
         the ordering Agency and Networx contractor(s)
        Providing weekly transition status reports based on disconnected FTS2001
         services during the previous reporting period

Note that the Networx contracts have been structured so that these transition support
requirements are included, eliminating the need to add them for future transitions.

4.4 GSA Regional Services

GSA Regional Services‘ role in transition planning is to coordinate with Agencies to
establish processes for the transition of local services delivered through the Regional
consolidated systems. Currently, Regional Services is conducting the following
transition planning activities:

        Reviewing lessons learned from previous transitions
        Developing regional transition plans to accommodate various scenarios
        Documenting transition-related processes
        Performing regional assessments
        Identifying resource requirements
        Identifying GSA regional transition managers and other points of contacts
         (POCs) at both the national and field levels

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      Preparing guidelines for using the Networx contracts in conjunction with regional

Regional Services can help to reduce or eliminate potential risks to Agencies by sharing
lessons learned from prior transitions, implementing best practices, and providing
expertise in resolving challenging transition issues. Additional details on Regional
Services can be found in Section 10 and in the Regional Transition Plan that GSA
published separately.

4.5 Certification & Accreditation (C&A) Concerns

The Federal Information Security Management Act (FISMA) sets requirements for
protecting Government data and mandates a certification and accreditation (C&A)
process within each Agency for the systems it uses to store, process, and transmit the
data. The TWG developed a series of concerns it raised to GSA with regard to the
impact of C&A on the transition to Networx. Specifically, the TWG‘s concerns and
issues and current status are described below in Exhibit 4.5.

                     Exhibit 4.5 C&A Concerns/Issue Resolution

 Issue                                                                 Current
                  Description                OMB Guidance
Number                                                                 Status
                                        Only the Agencies can
          The impact of transition on   determine the impact of
   1                                                                    Closed
          existing C&As                 transition on their existing
          The ability for Agencies to
          use an Interim Authority to
          Operate (IATO) when
                                        OMB does not recognize
   2      transitioning services that                                   Closed
          use the public
          The ability of the            OMB does not expect the
   3      Government to C&A the         Government to C&A the           Closed
          public network                public network
                                        GSA published guidelines
          The responsibilities of
                                        identifying the appropriate
          Agencies, such as GSA,
                                        reviews, reports, and other
          that provide contracting
                                        information documenting         Closed
   4      vehicles for
                                        contract compliance that
                                        Agencies need to assist
                                        them in certifying their

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As a result of the meeting with OMB to obtain further guidance on each concern, GSA
was tasked with developing a series of documents, which would in turn, resolve Issue 4.
These documents consisted of the following:

   A ―crosswalk‖ of the security requirements on FTS2001 to Networx.
   A list of security requirements for Networx service providers on Government
   A list of actions of administrators of Networx services contracts to monitor
    contractor‘s adherence to security requirements.

These documents have been completed and distributed to Agencies through the TWG
to aid in transition planning efforts.

4.6 Designated Agency Representative (DAR) Guidelines

As part of the transition planning process, GSA has advised Agencies to designate
DARs and DAR Administrators. DARs are individuals appointed by each Agency and
are responsible for placing and managing orders for their respective Agency. The DAR
Administrator, who is also appointed by an Agency, is an individual responsible for
maintaining the list of DARs, providing instruction and training for DARs, and providing
Agency Hierarchy Codes (AHCs) for ordering. GSA tracks Agencies‘ designation of
DAR Administrators as an indication of Agency preparedness for the transition.

GSA developed a set of DAR Guidelines to provide Agencies with additional guidance
on the DAR roles and responsibilities for the Networx contract. The DAR Guidelines
provide a general set of guidelines for individuals appointed as DARs and DAR
Administrators and clarifies that DARs are authorized to place orders on the Networx
contracts. The DAR Guidelines have been completed and distributed to Agencies
through the TWG.

4.7 Contractor Support for the Transition Coordination Center (TCC)

GSA‘s TCC assists transition stakeholders, is staffed by GSA and contractor support,
and became operational at Networx Universal contract award. GSA awarded a task
order in February 2007 to acquire contractor support for the TCC from three
telecommunications consulting firms: Apptis, CACI, and GTI. The TCC contractors
support the TCC in the roles and responsibilities identified in Section 3.1.2, above, by
providing the following functions:

       Strategic guidance
       Customer outreach
       Cutover assistance
       Agency-specific transition support
       TCC operations
       Transition tracking and reporting
       Tier 2 and Tier 3 Help Desk referrals.

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Section 9.0 describes the TCC.

4.8 GSA’s Operational Support System (OSS) Enhancements

GSA has developed and enhanced several OSS tools to assist Agencies as they
prepare to transition to the Networx contracts. GSA OSSs such as the TBI, TIP and
Networx Pricer ensures that Agencies are provided with sufficient resources to
effectively transition to the Networx contracts. Section 7.0 describes each of the
transition support tools in greater detail.

4.9 Agency Level Transition Planning

In coordination with the TWG, GSA provides guidance through a variety of documents
to support Agency level transition planning activities. Documents such as the TWG Pre-
Award Transition Guide, DAR Guidelines, and various templates for Agencies to use at
their discretion have been and are being developed to provide Agencies with specific
transition planning guidance. With regard to transition planning, GSA expects Agencies

   1.   Establish a transition baseline inventory of their FTS2001 services
   2.   Prioritize their services to be transitioned
   3.   Develop transition schedules and share them with GSA
   4.   Conduct risk management activities in order to minimize transition risks
   5.   Copy GSA on the appointment letters for DAR Administrators and DARs
   6.   Notify GSA of Fair Opportunity decisions the Agency has made
   7.   Support GSA in reporting valid transition progress status.

Effective planning will best prepare an Agency to transition to Networx by defining what
services will be transitioned, how the transition will be executed, and by whom. While
GSA is not expecting Agencies to develop formal transition plans, some Agencies may
choose to do so. GSA would like to receive a courtesy copy of any Agency plans so
that GSA is aware of Agency requirements, critical needs, mission impacts, schedules,
priorities, and approaches to factor them into GSA‘s management approach. At a
minimum, GSA needs to know each Agency‘s high-level approach to transition,
including how it expects to group services and sequence them for transition, the target
timeline, and any mission-critical factors.

Additionally, most Agencies have appointed Transition Managers who are responsible
for key aspects of the transition including planning, execution, tracking, and reporting of
their Agency‘s process. GSA has asked the TMs to identify what level will maintain
transition responsibility, whether it be at the headquarters level or distributed among
Agency Bureaus or other subcomponents and to provide points of contact for those
levels. The establishment of Agency points of contact is a significant step in transition
planning and ensuring proper communication to all transition stakeholders. Transition
Managers act as the lead contact for the Agencies with FTS2001 and Crossover

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contractors, Networx contractors, and GSA. They also carry out the roles and
responsibilities as previously defined in Section 3.6.1, above.

4.10 GSA Support for Fair Opportunity

GSA supports the Fair Opportunity process by providing resources to aid in Agencies‘
Fair Opportunity planning activities and by monitoring their Fair Opportunity selections.
Because the details of the Fair Opportunity process likely vary based on each Agency‘s
mission and transition requirements, GSA has advised each Agency to develop its
processes based on its own unique Agency requirements. The TWG has developed
additional Fair Opportunity guidance to ensure Agencies are adequately prepared to
plan for Fair Opportunity; this Fair Opportunity guidance is available on the Networx
Transition website, which is a link off the Networx website at
Further, GSA provided a Fair Opportunity and SOW Guide for the SOW process as
defined in the Networx contracts; Agencies may go to the Networx website or contact
their TSMs for a copy of this Guide. Lastly, GSA and the TWG have established an
estimated timeline for completing Fair Opportunity to ensure Agencies transition in a
timely manner. GSA then tracks each Agency‘s first Fair Opportunity decision as an
indicator of Agency preparedness for transition and the receipt of notification of the final
Fair Opportunity decision as a criterion for transition reimbursement.

4.11 Contractors’ Transition Plans

GSA is responsible for ensuring the Transition Management Plans (TMPs) from the
Networx contractors meet the terms of the contracts. In preparation for Networx award,
GSA validated that the TMPs addressed all requirements in Section C. of the
Networx RFP. While reviewing each Contractor‘s TMP post award, GSA identified
issues, risks, and potential conflicts with the Government‘s plans. GSA published
summaries of the plans for the TCC‘s and Agencies‘ reference and has made the plans
themselves available to the Agencies to review.

4.12 Schedule Development

GSA established, and the TWG approved, a transition schedule with appropriate
milestones to address the various activities that occur during transition planning and
transition execution. This schedule appears in Section 2.3, above. Agencies should use
the transition schedule to coordinate Agency transition activities around major transition

5.0 Staffing and Training

The transition to Networx will require significant resource demands on each transition
stakeholder. Therefore, it is imperative that staffing and training requirements are
defined early in order to effectively plan for transition. The sections below identify

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GSA‘s role relative to the planning for staffing and training to support the Networx

5.1 Staffing

GSA has assembled a transition team consisting of GSA and contractor resources,
totaling approximately 38 people. The GSA staff includes personnel with experience in
other large transitions, including FTS2000 to FTS2001, as well as other critical program
management (PM) skills. The contractor staff complements the GSA team with experts
from five consulting firms specializing in program management, systems development,
customer support, telecommunications design and operations, program analysis, and
first-hand experience with the previous transition from both a Government and service
provider‘s perspective. Noblis provides a key PM role for the transition team in that it
has done a comprehensive resource assessment that validates and complements
GSA‘s assessment and forms the basis for the functional roles of members of the
transition team. See Appendix E for the Responsibility Matrix of the GSA Transition

Agencies should likewise determine transition staffing requirements prior to Networx
contract award. They should determine if existing Government personnel are available
to staff transition roles or if contractor support is required. The TWG Pre-Award
Transition Guide encourages Agencies to forecast staffing, financial, and other
resources that may be needed throughout the transition to Networx. This includes
examining staffing levels, determining if adequate personnel exists, addressing staffing
shortfalls that may require contractor support, and identifying personnel to receive
training. In addition, Agencies are advised to apply sound internal project management
best practices in order to plan for the expected transition workload and establish a
hierarchy of transition teams at the sub-Agency level if appropriate. If Agencies
determine additional Agency-specific support is required to manage Networx transition
activities, GSA can advise Agencies, through their TSMs, on Government-Wide
Acquisition Contracts (GWACs) that can provide staffing support for the transition effort;
a listing of vehicles is included in Appendix D.

5.2 Training

GSA is making available several training opportunities for its own transition team as well
as for Agencies. First, the TCC has developed and maintains a library of SOPs and
ensures TCC staff are kept current on these SOPs. Second, GSA has delivered and
will deliver training sessions to the Agencies for the following: TBI, TIP, and the
Networx Agency Pricer. In fact, GSA has already trained nearly 200 Agency personnel
in TBI classes and all the Agencies in use of the Pricer. Third, GSA published a
Transition Training Handbook (TTH) that covers a variety of topics critical to the
success of transition as well as helpful in ensuring Agencies get through transition with
minimal frustration and confusion. Of course, GSA benefits from the same training.
The TCC delivers training topics from the Handbook in a variety of media appropriate to
the topic and audience. Lastly, Networx contractor training programs are available to

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the Agencies in accordance with Section C.3.7 of the Networx contracts. These
programs include:

      Training for Executives who are senior level Government managers
      Training for Designated Agency Representatives (DARs) who are Agency
       representatives with the authorization to order products and services
      Training for Network Operations personnel who are Agency representatives with
       network monitoring responsibilities

The training programs offered to Agencies ensure staff are sufficiently knowledgeable of
transition resources and activities.

6.0 Transition Execution And Management

Once Agencies begin placing transition orders, execution and management of transition
begins. This consists of the provisioning process and tracking and reporting transition

6.1 Service Provisioning

When the Agency places transition orders, it is responsible for monitoring the
provisioning of the services through completion of implementation and transition. An
Agency may place orders individually or group them into Transition Project Specific
Plans; in either case, the Agency must indicate they are transition orders by indicating
Transition =Y and identify the service it is transitioning from. The Agencies receive a
series of acknowledgments from the contractor, culminating in a Service Order
Completion Notice (SOCN). From that time, the Agency has three working days to test
the service and notify the contractor if it is not working acceptably. If during the cutover
from FTS2001 service to the Networx service, the Agency or the Networx contractor
determines the new service is not working properly, there are terms in both the Networx
and FTS2001 contracts for falling back to the FTS2001 service. Agencies can become
familiar with these terms through the TTH, from their TSMs, or by researching the
contracts themselves.

Although GSA does not track individual orders through the provisioning cycle, it
receives and analyzes transition progress reports from the Networx contractors and
disconnect reports from the FTS2001 contractors. Through these reports GSA keeps
abreast of transition orders that are to be implemented inside windows of 60 days, one
week, and 24 hours. GSA uses disconnect reports to track the progress of moving off
FTS2001 contracts.

6.2 Progress Tracking and Reporting

GSA provides oversight to ensure transition execution occurs on schedule. The primary
purposes of this oversight are as follows:

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      GSA‘s transition team and the TWG use tracking data to analyze trends in order
       to identify problems with a specific vendor, a certain service, a location, or an
       Agency that needs assistance and to formulate resolutions proactively.
      GSA senior management has information to gauge the need for exercising
       options on the FTS2001 contracts.
      The Networx PMO, GSA senior management, and Agency TMs will forecast the
       duration of transition and factor that into resource planning, both financial and
      The TWG has committed to using GSA‘s tracking reports as the definitive
       measure of transition progress across the Federal Government. Additionally,
       Agencies may augment with their own additional details.

GSA‘s tracking system employs three methods of data collection and analysis. It
records Agency decisions and information that indicate an Agency‘s readiness for
transition. It measures the extent to which services are being disconnected from
expiring contracts and implemented on Networx contracts. And it involves inspection of
reports to identify major or chronic issues or negative trends

The transition tracking system records
    Agencies‘ appointments of DAR Administrators and DARs. Agencies send a
       letter to GSA with this information.
    Agencies‘ Fair Opportunity decision(s). Agencies send a letter(s) to GSA with
       this information.

The tracking system provides the following two measures, by type of service and at the
Government-wide as well as Agency level:
    Percentage of disconnects measured against the TBI snapshot. This information
       comes from reports the FTS2001 vendors provide to GSA.
    Number of transition orders completed on the Networx contracts. This is based
       on the SOCNs GSA receives when services are implemented. The SOCNs
       includes a flag identifying transition orders.

Note that because of the differences between services on the FTS2001 and Networx
contracts, and because not all services are expected to be moved to the Networx
contracts, the percentage of disconnects and number of transition orders completed
cannot be correlated to one another.

The transition tracking approach includes inspection of various reports, which can be
summarized at the Government-wide level as well as sorted by service, vendor, or
Agency. GSA tracks troubles reported by those involved in transition. This allows the
transition team and the TWG to identify major or chronic problems and trends that need
attention. It could include, for example, transitions that fail to complete on their first
attempt or failures to meet SLAs. Additionally, GSA monitors transition progress reports
the Networx vendors deliver to GSA. These include several deliverables that report the
vendors‘ own measures of transition activities.

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The transition tracking system stores data and prepares reports using the TIP. This is a
web-based system that authorized stakeholders may access to see the status of
transition in a dashboard format. Reports are completed monthly and include
            a. DAR Administrators appointed, reported as total number and as a
               percentage of the Agencies with TMs
            b. Agencies that have made Fair Opportunity decisions, reported as total
               number and as a percentage of the Agencies with TMs
            c. Disconnects, measured as a percentage of the TBI snapshot, reported
               Government-wide and by Agency, vendor, and service. Further, GSA
               tracks disconnects against a quarterly estimate of what is expected during
               transition, based on the actual business volume trends in the previous
               transition to FTS2001, giving a general idea of how transition is
               progressing. As Agencies provide more information specific to their
               transition strategies, GSA may update this expected profile.
            d. Transition orders completed on Networx contracts, measured as number
               of SOCNs received for transition orders, reported Government-wide and
               by Agency, vendor, and service
            e. Major or chronic issues, reported by source, either vendor reports or
               trouble tickets, short description, and status of resolution.

Specific details of regarding the TIP are in Section 7.2.

6.3 Communications and Issue Resolution

Extensive communication and coordination across GSA and transition stakeholders
plays a critical role in the success of transition execution. The GSA Transition Team
and the TSMs play a central role as the liaisons between transition stakeholders and
support issue resolution for Agencies and contractors.

The purpose of the Networx Communications Plan is to identify information and
communications needs and the channels for meeting those needs of the various
stakeholders of the General Services Administration (GSA) Networx Universal and
Enterprise telecommunications contracts. Effective communication ensures everyone
who needs to be informed about the Networx Universal or                Stakeholder Groups
Enterprise telecommunications and network services contract
vehicles receives the needed information.                            Public (PUB)

The Networx Communication Plan identifies stakeholders, their          Customers (CST)
information needs, products, and sources of information, and           Government (GOV)
communications channels that facilitate communications between
                                                                       General Services
and among the various Networx stakeholders. Stakeholders are            Administration (GSA)
assigned to one of 5 Networx stakeholder groups.
                                                                       Service Providers (KTR)

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While many information needs are common to most groups, the level of detail and
frequency of communication differs from group to group due to the stakeholder‘s
primary functional role.

      Public (PUB) – Organizations or individuals (outside of the Federal Government)
       with information needs related to the public interest.
      Customers (CST) – Government organizations subscribing to FTS2001 and
       Networx services.
      Government (GOV) – Government organizations with oversight responsibilities
       for reviewing, monitoring or reporting on Government activities.
      GSA – Organizations within GSA with assigned responsibilities or interests
       related to Networx.
      Service Providers – Networx Universal and Enterprise contract awardees,
       FTS2001 contractors, and Local Exchange Carriers (LECs).

The Networx Communication Plan describes in detail the information sharing between
and among these stakeholder groups. The Networx program teams maintains this plan
internally and made it available to the TWG.

6.4 Custom Design Documents (CDDs), Managed Design Documents (MDDs), and
     Contract Modifications

CDDs, MDDs, and contract modifications provided the capability to make changes to
the FTS2001 contract. CDDs and MDDs are custom services that are not standard
CLINs on the FTS2001 contracts. These custom services have resulted in the need for
Agencies to decompose all FTS2001 custom services into Networx Contract Line Item
Numbers (CLINs) to determine what services can and cannot be defined as CLINs on
Networx. Many of these custom services were provided to Agencies by FTS2001
contractors in order to meet unique Agency requirements. However, the development
and procurement of these CDDs and MDDs services pose a unique set of challenges to
Agencies as they are transitioning their services from the FTS2001 contracts to Networx
because many of these custom services were not fully documented, making it difficult to
identify the components that make up each unique service.

In order to minimize this challenge, Agencies should conduct a gap analysis of the
custom CDDs and MDDs services against the Networx contract services. If gaps exist,
Agencies may elect to discontinue the service or elect to develop a SOW to define the
service requirements for ordering the service on Networx. Moreover, Agencies must
consider a wide range of Fair Opportunity decision criteria for each SOW. In order to
assist Agencies with these challenges in developing SOWs, GSA developed a Networx
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Fair Opportunity and SOW Guide that provides Agencies specific guidance on how to
develop a SOW. Following the notification from the Agency of the selection of a
Networx contractor to provide the services in the SOW, GSA will then modify the
Networx contract to make the custom service available to all Agencies. For assistance
with any customized solution or the SOW process, Agencies should contact their TSMs.

7.0 Transition Support Tools

Transition support tools have been established to facilitate transition activities as
Agencies move from the FTS2001 contracts to Networx. The transition support tools
discussed below include GSA OSSs such as the TBI application, TIP, NxPMO Help
Desk, the Networx Pricer, and the Networx Inventory Management Application (NIM).
These tools address many of the lessons learned from previous transitions.

GSA has a centralized location and process for accessing transition information and
tools. The transition website,, is the home page for
linking to these tools and requesting access to them as well as finding additional
information and resources helpful to Agencies and contractors involved in transition.
Examples of information included on or linked to from the Web site are:
     Transition updates
     Schedules and milestones
     Advantages of transition to Networx
     Transition policies, procedures, and supporting documentation
     Transition Training Handbook
     TSMP
     Transition templates
     Guidelines for managing Agency baseline inventories
     Transition Action Notices
     Points of contact at GSA and incumbent and Networx contractors
     Agency points of contact (DARs, Transition Managers, etc.)
     Hyperlinks to related web sites
     Transition tutorial and other resources
     FAQs

7.1 Transition Baseline Inventory (TBI)

The TBI application, which is located at (login required),
provides Agencies a means for establishing a baseline inventory of FTS2001 services
to be transitioned to Networx. Exhibit 7.1a below displays a screenshot from the TBI

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                       Exhibit 7.1a TBI Application Screenshot

The TBI application is intended to support key transition activities such as:

      Establishing a validated inventory
      Providing input to the Networx Pricer
      Serving as a baseline for transition tracking
      Supporting the transition reimbursement process

The design of the TBI application was based on input provided by and in collaboration
with the TWG. First, the TWG developed a recommended inventory template for each
type of service, which GSA used to design the database structure. GSA then populated
the database with FTS2001 inventory and billing data collected from the contractors and
from GSA‘s billing system. GSA then conducted a Beta Test of the TBI application with
nine Agencies of varying size to ensure system requirements met user expectations.
Through the Beta Test period, several of the testers identified additional requirements
that should be incorporated into the application. GSA then released the TBI application
for production in January 2007 so that Agencies could begin validating their inventory.
The TBI application will have future releases to deliver enhancements and improve the
system functionality.

Access to the TBI application is controlled by each Agency‘s Transition Manager(s).
Transition Managers designate who has access to the TBI application and to what
Agency Hierarchy Codes (AHCs). By controlling access at the AHC level, Transition
Managers ensure users are restricted only to inventory data they are responsible for

Agencies are encouraged to establish their TBI and validate their inventory through one
of the following methodologies as defined in Exhibit 7.1c below.

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                  Exhibit 7.1b Inventory Validation Methodologies

Methodology                                  Description
                Using the online TBI application, an Agency user validates its
                complete inventory.
                Using the online TBI application, an Agency user downloads
                inventory data for off-line comparison with any existing Agency
                inventory data. Once the Agency has conducted an off-line
                cross reference analysis between the TBI application data and
                Agency inventory data, the Agency user may upload the
                validated inventory data set into the TBI application.
                An Agency user may upload the current Agency-owned inventory
                into the TBI application.
                An Agency user submits the current Agency-owned inventory
      4         data in the TBI template format to GSA. GSA then loads the
                Agency inventory into the TBI application.

The inventory validation period lasted until a ―snapshot‖ was taken of the TBI in January
2007. During the inventory validation period, the TBI application received monthly
updates from the FTS2001 contractors to keep the data current. On January 11, 2008,
GSA took a snapshot of the validated records to establish a baseline from which to
measure transition progress. GSA expects Agencies to continue to monitor their TBI
each month in order to keep their inventory data accurate and complete; for those
Agencies who choose to upload their inventory into TBI and not keep it current, the
TWG has determined those Agencies must provide GSA with transition status reports,
meeting a format specified in the TIP user requirements document, so GSA can update
TBI. In addition, GSA uses the TBI to support the transition reimbursement process as
defined in the Taxonomy document.

7.2 Transition Information Portal (TIP)

The TIP is being developed to allow GSA and Agencies to track the transition progress
from the FTS2001 contracts to Networx. The TIP tool became operational following
Networx contract award and is ready to serve its role as Agencies begin placing
disconnect and install orders on the FTS2001 and Networx contracts respectively. GSA
anticipates that Agency personnel will use the TIP tool to monitor their overall transition
progress by AHC in order to execute their transition activities according to their Agency
transition schedule. GSA‘s ultimate goal is to disconnect 100 percent of the FTS2001
services and transition them to Networx prior to the expiration of the FTS2001 contracts.

The TIP inputs include reports and notices from FTS2001 and Networx contractors that
identify the status of disconnect and install orders. Additionally, those Agencies who
choose to upload their inventory into TBI and do not keep it current, the TWG has
determined those Agencies will provide GSA with transition status reports, meeting a
specified format, so GSA can update TBI, which will then update TIP reports. Exhibit

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7.2a below depicts the reports and notices from FTS2001 and Networx contractors that
GSA uses as inputs for the TIP tool.

                               Exhibit 7.2a TIP Inputs

      Contract              Report Source                 Description
                                                 Count of disconnects
                         FTS2001 Disconnect      Percentage of disconnects
                                                Status of disconnects
                                                Identify activities required for a
                                                specific transition order. It will
                       Transition Action Notice
                                                be sent sixty (60) calendar
                        (C. of Networx
                                                days prior to the transition
                                                event, such as a service
                                                Confirms or denies a
                                                scheduled cutover. It will be
                          Go/No Go Notice
                                                sent not less than 24 hours
                        (C. of Networx
                                                before each scheduled cutover
      Networx                   RFP)
                                                or other significant transition
                          Weekly Transition     Provides a forecast of
                          Planning Reports      scheduled cutovers ranging
                        (C. of Networx from 6 months out to within the
                                RFP)            current week.
                          Weekly Transition
                                                Provides a weekly confirmation
                         Execution Reports
                                                of the cutovers from the
                        (C. of Networx
                                                previous week.

The TIP also uses the TBI inventory data to serve as a baseline for tracking of FTS2001
disconnects. As Agencies place installation orders under the Networx contracts, they
will subsequently (or concurrently) place disconnect orders for related FTS2001
services. These disconnect orders and installation orders are reflected as transition
progress in the TIP tool. The TIP receives a monthly update from the TBI application to
provide an accurate transition measurement.

The outputs of the TIP consist of reports that GSA and Agencies can use to track
FTS2001 disconnects and Networx installs. TIP users can view a variety of reports
displaying that status of both disconnects and installations at a Government-wide and
Agency-specific view. Exhibit 7.2b below provides a sample report from the TIP tool.

                           Exhibit 7.2b Sample TIP Report

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                                  400000         210K


                                                                Order Status
                                       0                          Acknowledged
                                                Vendors (All)     Remaining

As defined by the Agency‘s Transition Manager, Agency users have access to Agency-
specific reports based on AHC. In addition, some Government-wide reports on
transition progress are available to Transition Managers. However, other transition
reports, such as contractor performance reports, are only available to GSA staff in order
to monitor performance trends. These reports consist of the listing below in Exhibit 7.2c
of TIP output reports.

                                      Exhibit 7.2c TIP Output Reports

    Report Type                                Report Description
                           TBI by Service for all FTS2001 contractors combined
                           TBI by Service by FTS2001 contractor
                           Disconnects by Order Status for all FTS2001 contractors
                           Disconnects by Order Status by FTS2001 contractor
 Disconnect Status
                           Disconnects by Order Status for all Services combined
                           Disconnects by Order Status by Individual Services
                           TBI versus Completed Disconnects by Service
                           TBI versus Completed Disconnects by FTS2001
                           Installations by Order Status for all Networx contractors
Networx Installation       Installations by Order Status by Networx contractor
  Status Reports           Installations by Order Status for all Services combined
                           Installations by Order Status for Individual Services

Ultimately the TIP is used to identify transition completion. Transition completion will
occur when all services from the FTS2001 TBI have been disconnected.

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7.3 Transition Coordination Center (TCC) Problem Resolution

GSA has implemented a Help Desk to manage transition-related issues Agency
customers and contractors experience. However, it is not intended to replace the
primary means of resolving issues with a service provider. The FTS2001 and Networx
contracts include trouble management functions and procedures that Agencies should
follow when there are problems with the performance of their services or the contractor.
Agencies can contact the GSA Help Desk for assistance when this primary method is
not satisfactory. The Help Desk uses a three-tiered structure staffed by GSA and
contractor personnel who are knowledgeable about FTS2001 and Networx. Tier 1 is a
contact center that takes calls or emails reporting problems or inquiries, opens tickets,
and makes a best attempt to resolve the issues. When necessary, Tier 1 escalates
tickets to the appropriate Tier 2 subject matter expert, who may subsequently engage a
Tier 3 expert to resolve the issue. The Help Desk handles questions or issues related
to service clarification, contract, billing, ordering, inventory, Regional Services, and
other transition, management, and operational areas. An escalation process has been
implemented with the issue resolution process to ensure that Agencies, FTS2001
contractors, and Networx contractors receive responses to their questions in a timely
manner. This structure allows GSA to capture a record of all contacts, perform trend
analysis, and manage performance of the Help Desk. Agencies and contractors can
reach the Help Desk at 866-472-0274 or .

7.4 Networx Pricer

The Networx Pricer tool facilitates Agency transition activities for selecting Networx
services. The public Networx Pricer tool, which contains current and prior year prices,
was released in mid-May 2007. The first release of the Networx Agency Pricer tool,
which contains prices for the full ten years of the Networx contracts, was implemented
in early June 2007. GSA solicited Agency involvement in the development of the
Networx Pricer requirements to ensure it incorporates Agency user requirements. The
Networx Pricer allows users to compare pricing information among Networx vendors for
market research and Fair Opportunity evaluations. Users can produce individual price
quotes and multi-point price quotes, search for CLIN pricing across all Networx
contractors, model ―what-if‖ scenarios, and research FTS2001 prices. Agencies can
access the Networx Pricer from a link on Access to the 10-year
Pricer is restricted.

7.5 Networx Inventory Management Application (NIM)

The Networx Inventory Management (NIM) application populates and maintains a
database that provides an accurate record of all services installed on the Networx
Universal and Enterprise contracts. NIM is a GSA application intended for use by the
Government. The application uses the SOCN from Networx contractors to populate and
maintain an inventory of all Networx services installed. It provides a method for GSA
and Agencies to audit the inventory records of the Networx contractors.

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8.0 Risk Management

Risk Management for Networx enables management to effectively deal with the
uncertainties, associated risks and opportunities of the Networx Universal and
Enterprise contracts, enhancing GSA‘s capacity to build value for Government
customers. This risk management plan follows industry Best Practices and provides
Networx stakeholders GSA‘s approach for minimizing the likelihood of expected and
unexpected events with adverse consequences occurring.

FTS2001 Lessons Learned provides a thorough analysis of the known sources of risk
based on previous transition experiences. GSA used these Lessons Learned and
Industry and Government Best Practices to determine sources and categories of risks
relevant to the planning, execution, and monitoring, controlling and tracking phases of
the 10 year Networx program lifecycle. Risk Management for Networx identifies 30
risks in the 19 risk categories found in the Office of Management and Budget‘s Exhibit
300 Risk Management methodology. Risk identification methodologies included the
Modified Delphi Technique, Brainstorming, Expert Interviews and the Analogy process.
Risk management specialists with input from GSA resources, contractors supporting
GSA, customer Agencies, and the Networx Universal and Enterprise contractors
analyzed each Networx risk.

The resulting plan, titled Risk Management for Networx, defines the parameters
representing the probability of each risk occurring and the consequence to Networx
stakeholders if, in fact, the risk did occur. A defined Risk Exposure methodology was
used to evaluate each risk and assign relative importance values to prioritize risks and
develop appropriate monitoring and management reporting strategies.

Risk Management for Networx highlights risks with the potential for severe impact on
Networx stakeholders. Analysis of these risks continues as part of the GSA risk
management strategy to develop mitigation plans and contingency plans for risks
should defined thresholds be exceeded. This risk management plan provides a
valuable tool for GSA to lessen vulnerabilities and minimize the consequences of risks
occurring to Networx.

8.1 Sources of Risk

The FTS2001 Lessons Learned document, located in Appendix C, provides a thorough
analysis of the known sources of risk based on previous transition experiences. Risks
may occur during one or more of the transition project phases defined below:

   Transition Planning Phase: Includes establishing schedules, determining necessary
    resources, and identifying potential risks.
   Transition Execution Phase: Involves the implementation of the transition plan and
    execution of transition activities. Transition activities include Fair Opportunity,
    vendor selection, and service acceptance.

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     Transition Monitoring, Controlling and Tracking: Involves the tracking of transition
      performance in accordance with the transition schedule and ensuring FTS2001 and
      Networx contractor performance.

  These risks were documented by transition stakeholders.

  8.2 Risk Mitigation

  By analyzing and determining the sources of risk proactively, GSA has developed
  effective risk mitigation strategies that use industry best practices. Risk mitigation
  strategies alleviate potential risks to transition stakeholders that can adversely affect
  transition activities. To aid in this effort, GSA has identified and categorized a series of
  mitigation strategies that are applied to lessons learned from previous transitions to
  address each of the identified areas of risk. The resulting risks that the TCC has
  assessed as High Priority appear in Exhibit 8.2 below. The Networx Program Risk
  Management plan contains the full set of risks and detailed descriptions of the
  management plan; the program team maintains this document internally.

                               Exhibit 8.2 High Priority Risks

           Risks                                    Description                       Priority
S.2                            Transition orders being placed in a manner that          High
Completing the Placing of      prevents completion of transition in the planned
Transition Orders              timeframe
S.3                            Transition orders not being completed by                 High
Completion of Transition       Networx contractors within contracted
Orders                         timeframes

                               Force majeure or other disasters preventing
                               completion of orders

S.4                            Services under FTS2001 not being                         High
Completion of FTS2001          disconnected prior to expiration of Bridge and
Disconnects                    Crossover contracts

F.1                            Transition timeframe unrealistic for completion of       High
Ability to Complete            transition of all FTS2001 services prior to
Transition in the              expiration of Bridge and Crossover contracts
Established Timeframe

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9.0 Transition Coordination Center (TCC)

To assist and support Agencies with the movement of services from the expiring
FTS2001 telecommunications contracts to Networx, GSA established a Transition
Coordination Center (TCC). The TCC is headed by a TCC Manager and reports to
GSA‘s Transition Management Team. It is staffed by both GSA and contractor
personnel. The TCC‘s customers are both internal and external to GSA and include the
11 GSA Regions, Agencies using FTS2001 services, FTS2001 vendors, and Networx
Vendors. The TCC may also respond to requests for information and assistance from
GSA management, TSMs the IMC, the IMC TWG, and other entities.

This section contains a brief description of the TCC and its operation.

9.1 TCC Objectives

An objective of the Networx transition process is for all Agencies‘ FTS2001 services to
be disconnected before the incumbents‘ contracts expire. The TCC assists in
achievement of the overall Networx transition objective as follows:
      It facilitates the transfer of Federal Agencies‘ telecommunications products and
       services from the FTS2001 and Crossover contracts to Networx contracts. The
       TCC provides guidance through this process to help Agencies develop their
       transition plans and other documentation to facilitate the transition process. In
       addition, the TCC responds to transition-related questions and issues from
       customers and acts as a liaison between the Agencies, telecommunications
       contractors (both incumbent and new), and various GSA organizations, including
       the Regions.
      The TCC monitors all Agencies‘ transitions to provide a Government-wide view of
       the status and progress of transition. By analyzing transitions across Agencies,
       the TCC is able to identify common issues and problems and take a proactive
       role in resolving them and preventing recurrence.
      The TCC provides reports and briefings on the status and progress of the
       Networx transition to GSA leadership, the Transition Working Group (TWG), and
       the IMC. The information gathered by the TCC is used to respond to requests for
       Congressional testimony and from other stakeholders.

9.2 TCC Structure And Functions

The TCC contains the following teams:
      The Cut Team provides cutover assistance to TCC customers, as needed.
      The TCC Operations (TCC Ops) Team is responsible for the day-to-day TCC
       activities. TCC Ops tracks action items, develops and implements procedures,
       and manages TCC day-to-day resource assignments.

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      The TCC Project Management and Control Team develops and maintains a
       master schedule of all TCC activities and performs management and
       administration of TCC support contractors‘ Task Orders.
      The TCC Systems Support Team performs system development, maintenance,
       and trouble-shooting of the software applications that support the TCC. These
       applications include the portal for tracking transition progress, i.e., the Transition
       Information Portal (TIP) web site.
      Regional Transition Support is the liaison function to the GSA Regions and
       facilitates transition of the customers they serve.

The Transition Management Team and the TCC offer efficient and timely customer
service and support through conduct of the following functional areas:
    Strategic guidance
    Customer outreach
    Cutover monitoring and assistance
    Agency-specific transition support
    TCC operations
    Transition tracking and reporting
    Tier 2 Support and Tier 3 Help Desk Referrals.

9.3 Operations

The TCC operates in GSA office space in the Willow Wood complex in Fairfax, Virginia.
The TCC became fully operational at the time of the first award of the Networx contract
in March 2007 and will function through the end of the transition, that is, when all
services have moved from expiring FTS2001 contracts. TCC personnel maintain a
physical presence at the GSA facility from 6 AM to 10 PM (EST or EDT, as applicable),
Monday through Friday as needed. If transition activities, such as cutovers, are planned
from 10 PM to 6 AM weekdays or anytime during a weekend, staff will be present at the
TCC and at the Agency site, if requested. If no activities are planned between 10PM to
6AM weekdays or on a weekend, physical presence at the TCC is not required but at
least one person will be on-call.

10.0 Regional Services Transition Plan

GSA is developing a detailed plan for transition of customers on regional consolidated
switches, and it will be published separately. This section introduces the plan.

The Office of Regional Services delivers local voice, data, and video
telecommunications services to customers through 11 regional offices and more than
600 existing systems nationwide. GSA Regional Services uses a strategy of
aggregated procurement within the 11 GSA Regions for the benefit of Federal Agencies
seeking local telecommunications services. GSA Regional Services provides the

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majority of local telecommunications services through regionally-contracted
Metropolitan Area Agreements (MAA) to ensure best service and price to the
Government and to maximize competition, similar to the successful FTS2001 program.
MAAs were positioned to establish a framework that could meet the evolving
telecommunications needs of Agencies into the future. GSA Regional Services remains
committed to providing local telecommunications services through MAAs (existing and
new) and to supporting Agency transitions to Networx as part of a flexible complement
of local and long-distance telecommunications services. It is necessary for each
Agency to evaluate all possible contract vehicles—Networx, local MAA, local indefinite
delivery/indefinite quantity (IDIQ), and Washington InterAgency Telecommunications
System (WITS) (National Capitol Region [NCR] only)—as part of the Networx transition
cycle to identify the best overall value and fit for its future local and long-distance
telecommunications needs.

10.1 Customer Support For Regional Transition

Regional Transition is the process of planning for and transitioning Agency local and
long-distance telecommunications services currently provided on a GSA consolidated
switch to the new Networx contract. GSA Regional Service Transition Managers
(RTMs) and GSA Regional Services staff function as the highest tier technical and
customer service representatives to Agencies where GSA provides services through its
consolidated switches. A listing of these RTMs can be found under GSA Regional
Services on the Networx transition website.

Because GSA Regional Services is generally the customer of record and owner of
telecommunications services provided to any consolidated switch customer, GSA
Regional Services staff are directly responsible for the local services transition activities
of consolidated switch services in each GSA region. Any Agencies that buy GSA
consolidated switch services through GSA Regional Services should use GSA Regional
Services transition teams for all aspects of transition support. If a Networx transition
activity or task is owned by a stakeholder other than GSA, GSA RTMs (or staff)
coordinate and validate the transition activity with the responsible parties and against
the accepted transition plan.

10.2 Goals And Objectives

The goal for GSA Regional Services transition staff is to complete the transition of 100
percent of the Agencies‘ current FTS2001 and Crossover consolidated switch services
to the chosen Networx services in a timely, efficient, and seamless manner. GSA
Regional Services transition staff will achieve this transition goal by managing local
services transitions for their customers and keeping the transition objectives in mind.

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11.0 Change History

1.0        6/12/2007        Multiple      Initial
1.1        Draft, 1/7/08    Debbie Hren   Update with current information,
                                          reduce attachments published
1.2        4/15/08          Debbie Hren   Updated with comments from
                                          Richard Williams, changing future
                                          tense to present and correcting
                                          CDD language
1.3        8/25/08          Debbie Hren   Updated with minor corrections
                                          and references to Risk
                                          Management plan, and
                                          Communications Plan

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                                 Appendix A: Glossary

The glossary in this Appendix serves to define terminology used in the TSMP and to
provide additional information, as related to the Networx transition.

Agency Bureau (AB) Code: A four-digit numerical code for the Bureau within the
Cabinet Department or independent Agency. Agency Bureau codes are unique to an
Agency and outline the structure of the Agency‘s AHCs.

Agency Hierarchy Code (AHC): The Agency Hierarchy Code designates the Agency
to which services are to be invoiced and the level within the Agency where these costs
are grouped. Except for the first 4 characters, the AHC is a 28
character string that belongs solely to the Agency; it is not to be tampered
with by any other outside organization. The AHC is determined by the
Agency and should follow that Agency's rules concerning the setup of their
[A] - Own budgetary accounting codes (that is, should ultimately identify the
office that will actually pay for the service being provided), and [B] -
Reporting Requirements. The AHC may also be identified with whoever is
actually receiving the service being provided.

Agency-Level Transition Plan (ALTP): The Networx contractor will provide each
Agency with an Agency-Level Transition Plan that describes transition activities specific
to each Agency.

Agency Service Request Number (ASRN): Agency-provided service order

Asynchronous Transfer Mode Service (ATMS) Performance Report: A report which
provides network statistics, exception analysis, network availability, latency, error rates,
and utilization of ATMS over the given period

Certification and Accreditation (C&A): A comprehensive assessment of the
management, operational, and technical security controls in an Agency‘s information
system based on an existing System Security Plan for the Agency, which is followed by
the official management decision given by a senior Agency official to authorize
operation and to explicitly accept the risks to Agency operations identified in the
certification phase.

Comma Separated Values (CSV): A file type that stores tabular data as found in an

Contract Line Item Numbers (CLINs): Describes the numbering procedures that are
given to offerings and that are mandatory for all contracts.

Custom Designed Documents (CDDs): Documents which contain custom services
that are not standard CLINs on the FTS2001/Crossover contracts.

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Designated Agency Representative (DAR): A DAR is an employee of a Government
Agency whom the Agency authorizes to initiate and track Agency‘s Networx orders. An
Agency designates and authorizes one or more individuals to perform DAR functions for
its Networx services. Through the Agency DAR Administrator, each Agency identifies to
the contractor its authorized DARs, providing the following information: name, Agency
represented, current address, telephone number, E-mail address, the services the DAR
is authorized to order and an indication as to whether the DAR has expedited ordering

Designated Agency Representative (DAR) Administrator: Each Agency must
appoint a DAR Administrator who is responsible for maintaining and updating a list of
DARs to provide to the contractor(s), providing necessary instructions or training to
DARs to ensure that they are fully aware of the requirements and limitations of their
ordering authority, and provide Agency Hierarchy codes for their Agency to their
Agency‘s Networx contractors.

Designated Agency Representative (DAR) Guidelines: A set of DAR Guidelines that
provide Agencies with additional guidance on the DAR roles and responsibilities for the
Networx contract. DAR guidelines ensure that Agency DARs are properly prepared to
place orders on the Networx contracts. The GSA DAR Guidelines specifically discuss
and provide a general set of guidelines for individuals appointed as DARs and DAR
Administrators to follow.

Federal Acquisition Regulation (FAR): The primary regulation for use by all
Federal Executive Agencies in their acquisition of supplies and services with
appropriated funds. It became effective April 1, 1984 and is issued within applicable
laws under the joint authorities of the Administrator of General Services, the Secretary
of Defense, and the Administrator for the National aeronautics and Space
Administration, under the broad policy guidelines of the Administrator, Office of Federal
Procurement Policy, Office of Management and Budget.

Federal Acquisition Service (FAS): The consolidation of GSA‘s Federal Technology
Service (FTS) and Federal Supply Service (FSS).

Frame Relay Service (FRS): A data communications service that provides for data
connectivity between and among widely distributed end-user locations.

General Services Administration (GSA): GSA is the Agency responsible for serving
as a the Federal Government‘s acquisition Agency. GSA consists of the Federal
Acquisition Service (FAS), the Public Buildings Service (PBS), and various Staff Offices,
including the Office of Governmentwide Policy (OGP).

GSA Planning and Management Team: The GSA Team that carry out the planning
and management of the Networx transition.

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Global Account Managers (TSMs): GSA FAS personnel assigned to specific
Agencies, who serve as the customer‘s single point of contact for network services.

Government Accountability Office (GAO): An Agency that works for Congress that
studies the programs and expenditures of the Federal Government. GAO studies how
the Federal Government spends taxpayer dollars and advises Congress and heads of
Executive Agencies about ways to make Government more effective and responsive.

Government Furnished Property (GFP): Property in the possession of, or directly
acquired by the Government and subsequently made available to the contractor.

Government-wide Acquisition Contracts (GWACs): Contracts which provide
professional and technical services to Government Agencies under various contracts
with the General Services Administration (GSA) Federal Supply Service.

GO/ NO GO Transition Notice: Alerts recipients to the status of transition cutovers or
other significant activities scheduled within the next 24 to 48 hours.

Interim Authority to Operate (IATO): A temporary authorization to process
information under a set of defined conditions.

Interagency Management Council (IMC): The Interagency Management Council
(IMC) for Federal Telecommunications is a group of senior Federal executives,
representing 14 Cabinet-level departments and several other Agencies. The IMC serves
as an advisory body for the development, coordination, and customer-driven oversight
of the telecommunications programs of the Federal Government and related activities
and organizations. The IMC advises the Administrator of the General Services
Administration on telecommunications matters.

Local Government Contact (LGC): An individual designated by a DAR on a
service request to interface with the contractor at a specific Agency
location on his behalf. LGC participates in service transition planning and
implementation activities for a location, however, the decision to change or
modify an order placed by the DAR, remains with the DAR unless
otherwise specified in writing by the DAR on the service request of record.

Managed Designed Documents (MDDs): Documents which contain custom services
that are not standard CLINs on the FTS2001/Crossover contracts.

Managed Tiered Security Services (MTSS) Performance Report : Reports which
provides statistics on availability, configuration/rule change, event notification, help desk
statistics, and security incident reporting over the given period.

Network Interface Facilities (NIF): The point in an Agency‘s network where the
Agency‘s network meets the service provider‘s network

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Networx: Networx is part of the follow-on to the FTS2000 program and is the third
generation of this Government-wide telecommunications program. It is intended to
provide all of the services currently available on GSA‘s multibillion- dollar long-distance
FTS2001 contracts and many of the services now provided on its local MAA contracts.
In contrast to the earlier contracts, Networx is a two-part program:

      (1) Networx Universal – is the full service portion and will continue to provide for
      the full range of domestic and international network services. The program
      requires ―continuity‖ with current FTS2001 coverage, a reduction of 70% in wire
      center requirements, and billing requirements are to be greatly reduced.
      (2) Networx Enterprise – is the smaller, more focused service part designed to
      allow participation by providers who offer specialized services with less
      extensive geographic coverage than required by Networx Universal. Networx
      Enterprise includes a smaller geographic coverage requirement and fewer
      mandatory services.

Networx Pricer: A GSA support system that facilitates the Agency Fair Opportunity
evaluation process..

Normal Business Day (NBD): Term that describes the working hours from eight
o‘clock in the morning until close of business at five o‘clock in the evening, Monday
through Friday.

Notice to Proceed (NTP): A Government notice that directs the contractor to proceed
with the performance of work called for by a contract.

Office of Management and Budget (OMB): Executive Office of the President that
oversees the preparation of the federal budget and to supervise its administration in
Executive Branch Agencies. OMB evaluates the effectiveness of Agency programs,
policies, and procedures, assesses competing funding demands among Agencies, and
sets funding priorities. OMB ensures that Agency reports, rules, testimony, and
proposed legislation are consistent with the President's Budget and with Administration

Operational Support System (OSS): A system that is used to allow a network operator
to perform the administrative portions of the business. These functions include billing,
service ordering, customer support, service management, inventory management, and
program management. For purposes of this RFP, the definition includes all systems
required to support the communications company including billing, service ordering,
customer support, service management, inventory management, and program

Preliminary Transition Management Plan (PTMP): Describes the contractor‘s
proposed strategy and approach to the project management of the transition from
FTS2001 to the Networx contract.

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Primary Interexchange Carrier (PIC) Charge: Charges that are billed by local
telecom companies to access long distance carriers

Program Management Office (PMO): An office within the GSA/FTS organization
responsible for management and contract administration of a telecommunications
program. Within the context of this document, it refers to the Specific PMO responsible
for the Networx program.

Regional Services: An office within GSA that is comprised of Regional Transition
Managers that are located throughout the eleven GSA regions. GSA Regional Services
is responsible for planning and coordinating the transition from FTS2001/Crossover to
Networx on a regional level.

Regional Transition Managers (TMs): Individuals who are responsible for tracking and
reporting the completion of transition orders for a specific region.

Risk Management: The identification of sources of risk and the establishment of
mitigation strategies that address potential risks which may affect transition.

Service/Agency (S/A) Representatives: Provides the primary interface between the
Transition team and the Service or Agency. Roles include: customer service support,
implementation support, coordination and tracking support, and FTS2001 contract

Service Level Agreement (SLA): An agreement between the Government and the
contractor that the contractor delivers a specified service at a performance Level that
meets or exceeds the agreed performance objectives for the service. The SLA also
specifies the measurement approach and the type and amount of credits that the
Government is entitled to receive.

Service Order Completion Notice (SOCN): The notice that contains data
elements notifying the Agency that the service for a given order has been
fully installed and is ready for acceptance.

Standard Operating Procedures (SOP): A set of written instructions that document a
routine or repetitive activity followed by an organization.

Taxonomy Document: The Taxonomy document has been constructed to provide
guidance to Agencies in need of budgetary assistance throughout the transition to
Networx. Agencies use this document to determine which transition costs (if any) may
qualify for reimbursement.

Technology Service Manager (TSM): GSA FAS personnel assigned to specific
Agencies, who serve as the customer‘s single point of contact for network services.

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Transition Account: Funds set aside in the Acquisition Services Fund (formerly known
as the IT Fund) from retained earnings to be used for certain costs associated with the
transition from FS2001 to Networx.

Transition Action Notice: Describes transition activities scheduled for the next 60

Transition Baseline Inventory (TBI) Application: A database and application GSA
populated and maintains from existing billing data and known inventory of services on
the FTS2001 contracts. The application resides on the Monthly Online Records and
Reports of Information Technology Services (MORRIS) Website. The TBI application is
intended to support key transition activities such as, establishing a validated inventory,
providing input to the Networx Pricer, serving as a baseline for transition tracking, and
supporting the transition credit process

Transition Coordination Center (TCC): Defined as the team which is a virtual GSA
organization headed by the TCC Manager and reports to the GSA Transition Team.
The role of the TCC is to assist Agencies with transition needs.

Transition Coordination Center (TCC) Manager: The person responsible for the
overall operation of the TCC, establishing and enforcing TCC processes and
procedures, managing personnel, and ensuring that the TCC staff is properly trained.

Transition Execution Phase: Defined as the phase that begins with the Networx
contract award and completed when all Government Agencies accept all new Networx
services. This phase may include service provider selection, placement of new install
orders, placement of FTS2001 disconnect orders, and the delivery of systems and
services by the contractor(s).

Transition Information Portal (TIP): A GSA tool to allow and Agencies to track the
transition progress from the FTS2001 contracts to Networx

Transition Management Plan (TMP): Describes the contractor‘s proposed general
approach to the project management of transition, to include Agency transition goals
and expectations. The contractor should include proposed project management
processes, procedures, and tools for all Networx transition activities.

Transition Manager: An Agency appointee who acts as the lead contact for transition
efforts with FTS2001 and Networx contactors as well as with GSA. TMs are
responsible for key aspects of the transition including planning, budgeting,
implementing, tracking, and reporting. Oversees the Transition Team.

Transition Planning Phase: Defined as the phase which includes establishing
schedules, determining necessary resources, and identifying potential risks.

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Transition Project Specific Plan (TPSP): Identifies the project management
processes, procedures, and tools for a Transition Project.

Transition Stakeholder: All parties involved in the transition process including; the
GSA Team, contractors, IMC, TWG, and Agencies.

Transition Team: Support staff consisting of Government personnel and extended
staff that assist in the planning and management of the transition effort. The transition
team performs the following roles: operations support, design and engineering support,
configuration management support, program and budget support, administrative
support, communications support, and contract close-out.

Transition Strategy and Management Plan (TSMP): Document developed by GSA to
define and discuss the overall transition approach to be used by GSA throughout all
phases of the Networx transition.

Transition Working Group (TWG): A group of Agency representatives who are
responsible for advising of transition activities. Also known as ITWG.

Weekly Transition Execution Reports: Provides a weekly confirmation of the cutovers
from the previous week.

Weekly Transition Planning Reports: Reports that provide a forecast of scheduled
cutovers ranging from 6 months out to within the current week.

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                              Appendix B: Acronyms

The acronyms listed in this Appendix serve to define terminology used in the TSMP and
provide additional information, as related to the Networx transition.

                 AB        Agency Bureau
                 AHC       Agency Hierarchy Code
                 ALTP      Agency-Level Transition Plan
                 ASRN      Agency Service Request Number
                 ATMS      Asynchronous Transfer Mode Service
                 C&A       Certification and Accreditation
                 CDD       Custom Design Documents
                 CLINs     Contract Line Item Numbers
                 CSV       Comma Separated Values
                 DAR       Designated Agency Representative
                 FAR       Federal Acquisition Regulation
                 FAS       Federal Acquisition Service
                 FRS       Frame Relay Service
                 FTS       Federal Technology Service
                 TSMs      Global Account Managers
                 GAO       Government Accountability Office
                 GFP       Government Furnished Property
                 GSA       General Services Administration
                 GWACs     Government-Wide Acquisition Contracts
                 IATO      Interim Authority to Operate
                 IMC       Interagency Management Council
                 IP        Internet Protocol
                 IT        Information Technology
                 ITWG      Interagency Transition Working Group
                 LGC       Local Government Contact
                 MDD       Managed Design Documents
                 MTSS      Managed Tiered Security Services
                 NBD       Normal Business Days
                 NIF       Network Interface Facilities
                 NTP       Notice to Proceed
                 OMB       Office of Management and Budget
                 OSS       Operational Support System

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               PIC    Primary Interexchange Carrier
               PMO    Program Management Office
               POC    Point of Contact
               PTMP   Preliminary Transition Management Plan
               RFP    Request for Proposal
               RTM    Regional Transition Manager
               SLA    Service Level Agreement
               SME    Subject Matter Expert
               SOCN   Service Order Completion Notice
               SOP    Standard Operating Procedure
               SOW    Statement of Work
               TBI    Transition Baseline Inventory
               TCC    Transition Coordination Center
               TM     Transition Manager
               TMP    Transition Management Plan
               TPOC   Transition Point of Contact
               TPSP   Transition Project Specific Plan
               TSM    Technology Service Manager
               TSMP   Transition Strategy and Management
               TWG    Transition Working Group

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          Appendix C: FTS2001 Transition Lessons Learned Document

In response to previous transition efforts, this Appendix examines the FTS2001 Lessons
Learned. This Appendix is a synopsis of teaching points from the previous transition
effort that was documented by the IMC TWG to ensure the same issues are not
repeated in the Networx transition.

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              FTS2001 Transition
               Lessons Learned

Prepared by
GSA Federal Technology Service
March 25, 2005

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                            FTS2001 Transition
                                 Lessons Learned
                                                       Table of Contents
I. .................................................................................... TRANSITION PLANNING
    LL1 - Magnitude of Effort Not Fully Appreciated
    LL2 – The Use of the Transition Fund Was Critical to Transition Execution
    LL3 – GSA and Agency Plans for Funding Transition Should Be Determined Early
    LL4 – Budgetary Impact of Transition on Agencies
    LL5 - Accurate FTS2000 Telecommunications Service Inventory Needed
    LL6 - Roles and Responsibilities of GSA, Agencies, and Service Providers Not
    Clearly Defined
    LL7 - Agencies Needed Customized Services
    LL8 – Activities Needed for Transition Should Be Started As Soon As Possible
    LL9 - Program Management Approach Relied Extensively on Agency Action
    LL10 - Program Management Approach Relied Too Heavily on FTS2001 Contractor
    LL11 - Impact of External Events on Planning
    LL12 - Need For Adequate Arrangements Between Gaining And Losing Vendors
    LL13 - Concurrent Network Optimization Largely Unfeasible
    LL14 - Lack of Coordinated Stakeholder Transition Planning
II. ................................................................................. TRANSITION EXECUTION
    LL1 - Customer Agencies Needed To Upgrade Services
    LL2 - Minimum Revenue Guarantees (MRGs) Impacted Incentives for Timely
    LL3 - Slow Agency Service Provider Selection
    LL4 - Slow Agency Placement of FTS2001 Orders
    LL5 - Slow Action By Some Agencies Raised Costs For All
    LL6 - Poor Contractor Support During Transition
    LL7 - Problems Obtaining Access Facilities
    LL8 - Lack of Contractor Transition Resources
    LL9 - Lack of Timely Delivery of Acceptable Support Systems By Contractors
    LL10 - Some Agency Sites Were Responsible For Transition Delays
    LL11 - Billing Problems Contributed to Transition Delays
    LL1 - Focus on Phase-Out Rather Than Phase-In
    LL2 - Problems with Service Provider Reporting
    LL3 - Different Government-Wide Reporting Structures

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                           FTS2001 Transition
                            Lessons Learned

The General Services Administration (GSA) awarded two FTS201 contracts to Sprint
and MCI (later WorldCom) in December 1998 and January 1999 respectively to replace
the AT&T and Sprint FTS2000/Extended Service Agreement contracts. The Notice to
Proceed went to both contractors on January 11, 1999. Services were to transition from
the FTS2000 vendor networks to the FTS2001 networks over a period of 18 to 24
months. The transition goal was not met. This paper provides a catalog of ―lessons
learned‖ from the FTS2001 transition to facilitate the eventual replacement of FTS2001.

The issues discussed and the lessons learned from them were drawn from many
sources. They are divided into the following functional categories:


LL1 - Magnitude of Effort Not Fully Appreciated

Lesson Learned: The replacement of the telecommunications infrastructure for a large
part of the federal community is a huge task. The transition stakeholders (that is GSA,
the user Agencies and the gaining service providers) need to be fully prepared for the

LL2 – The Use of the Transition Fund Was Critical to Transition Execution

Lesson Learned: A funding mechanism like the Transition Fund is strongly
recommended for any future transition efforts similar to FTS2001.

LL3 – GSA and Agency Plans for Funding Transition Should Be Determined Early

Lesson Learned: To make Agency resource planning easier, it is recommended that
guidelines based on the ―Taxonomy‖ document be established early enough in the
budget cycle for Agencies to do the financial planning required to ensure that needed
resources are available.

LL4 – Budgetary Impact of Transition on Agencies

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Lesson Learned: The reimbursement plan between GSA and the Agencies should be
based on clear financial criteria that result in predictable Agency impact.

LL5 - Accurate FTS2000 Telecommunications Service Inventory Needed

Lesson Learned: A complete and accurate ―baseline‖ inventory prior to contract award
is critical. In order to facilitate this requirement it is suggested that inventory validation
should be an on-going effort during the life of the contract to provide a complete and
accurate baseline for not only transition, but also other operations such as billing
validation and service optimization.

LL6 - Roles and Responsibilities of GSA, Agencies, and Service Providers Not
Clearly Defined

Lesson Learned: The roles and responsibilities of all transition stakeholders (that is
GSA, Agencies, and service providers) should be clearly defined and communicated to
ensure critical activities are appropriately performed.

LL7 - Agencies Needed Customized Services

Lesson Learned: Many Government requirements cannot be met by standard
Commercial services. Although commercial solutions are encouraged, solicitation
documents and all planning must include Government unique requirements.

LL8 – Activities Needed for Transition Should Be Started As Soon As Possible

Lesson Learned: Agencies should be prepared for the ‗worse-case‘ scenario of their
FTS2001 service provider either not being awarded a successor contract or not being
selected through the fair opportunity process and plan accordingly in order to ensure a
rapid transition effort with minimal impact on the continuity of service.

LL9 - Program Management Approach Relied Extensively on Agency Action

Lesson Learned: A ―one size fits all‖ approach to program management must be
avoided since Agency capabilities differ widely. For each Agency will likely not have the
same transition experience. At the same time, the approach must ensure that the
needs of all Agencies, large and small, are being addressed. The approach either
needs to ensure that resources are available when the plan requires or that the plan can
be tailored to fit the available resources.

LL10 - Program Management Approach Relied Too Heavily on FTS2001
Contractor Action

Lesson Learned: Agencies should anticipate and account for the new service
provider‘s possible inability or unwillingness to execute all transition requirements as
promised, thus ensuring that they:

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Establish and maintain effective oversight throughout transition
Escalate problems with the service providers to GSA FTS with documentation

GSA FTS should anticipate and be prepared to deal with service provider‘s possible
inability or unwillingness to meet contractual obligations.

LL11 - Impact of External Events on Planning

Lesson Learned: Overall transition planning should have sufficient flexibility so that
Agencies can coordinate transition with other ongoing activities regardless of the impact
of external events. Likewise, contracts should be flexible to accommodate unforeseen
marketplace issues.

LL12 - Need For Adequate Arrangements Between Gaining And Losing Vendors

Lesson Learned: Coordinated and synchronized disconnects and activation by
different service providers are essential to ensure transition success.

LL13 - Concurrent Network Optimization Largely Unfeasible

Lesson Learned: Network optimization should be addressed as part of normal network
management and not as a mandatory task during transition.

LL14 - Lack of Coordinated Stakeholder Transition Planning

Lesson Learned: The planning activities of the transition stakeholders (that is GSA,
Agencies, and service providers) should be coordinated to ensure all activities are
appropriately accounted for and that dependencies are adequately addressed.

LL1 - Customer Agencies Needed To Upgrade Services

Lesson Learned: The task of transition is not limited to transitioning a static list of
services on a like-for-like basis. Therefore, Agencies should anticipate the need for
changing connectivity during the transition effort and mitigate those factors in their
transition plan(s).

LL2 - Minimum Revenue Guarantees (MRGs) Impacted Incentives for Timely

Lesson Learned: Care should be exercised when determining the MRGs to be offered
to ensure that:

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They do not become an impediment to Agency choice and competition in the future
They do not become a disincentive to winning contractors to aggressively move forward

In short, MRGs should be managed so as not to impede the transition effort.

LL3 - Slow Agency Service Provider Selection

Lesson Learned: The delay in Agencies selecting their vendors significantly impacted
the timeline for transition. Therefore, a ―deadline‖ for vendor selection should be
incorporated into the overall transition schedule.

LL4 - Slow Agency Placement of FTS2001 Orders

Lesson Learned: Agency procedures and resources were inadequate to manage the
extraordinary volume of service orders associated with the transition effort.

LL5 - Slow Action By Some Agencies Raised Costs For All

Lesson Learned: Agencies responsible for slow contractor selection, transition
planning and/or order entry that directly results in extension of incumbent contract(s)
and services should bear the costs associated with those extensions.

LL6 - Poor Contractor Support During Transition

Lesson Learned: In any future efforts, service providers should be held to the required
levels of service from contract award (including the transition period).

LL7 - Problems Obtaining Access Facilities

Lesson Learned: Agencies should ensure their plans accommodate for potential
issues associated with access facilities, as often service providers do not control the
entire provisioning process.

LL8 - Lack of Contractor Transition Resources

Lesson Learned: Service providers did not provide sufficient resources to meet
contract terms (including properly trained staff). Therefore, service providers need to
apply sufficient resources in order to meet the identified transition goals.

LL9 - Lack of Timely Delivery of Acceptable Support Systems By Contractors

Lesson Learned: Future transition planning should not permit transition to begin until
service provider support systems are in-place, tested, and accepted. Further, service
providers should be required to deliver support systems for both Commercial and
Government unique services that meet Government expectation prior to contract award.

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LL10 - Some Agency Sites Were Responsible For Transition Delays

Lesson Learned: Some delays could be avoided if Agencies:

Take care not to approve a TPSP or site survey if services are not in fact what they
need to operate (e.g. all 800 numbers were not included in site survey)
Advise service provider of any special access requirements for the site
Make arrangements for the entry of service provider technicians into site in order to
avoid unnecessary ‗turn a-ways‘
Ensure that they know and understand the plan for their site including the type of
cutover (parallel, managed, or coordinated) planned
Have material/equipment installed and ready on scheduled cutover date (e.g. cabling,
inside wiring, PBX cards, or other GFE equipment)
Have needed technicians on hand for both pre-test and cutover (e.g. PBX technician
was not present on scheduled test dates resulting in dialing plan problems)

LL11 - Billing Problems Contributed to Transition Delays

Lesson Learned: GSA FTS and Agencies should proactively examine invoices during
transition to verify that services are being invoiced against the right contract and the
right rate and that the details of billing meet contract requirements. Also, billing
discrepancies should be brought to the attention of service providers promptly and GSA
FTS must hold them responsible for resolving billing problems expeditiously.

LL1 - Focus on Phase-Out Rather Than Phase-In

Lesson Learned: The progress of transition should be measured by both the ―old‖
services replaced and disconnected as well as by the ―new‖ services installed.

LL2 - Problems with Service Provider Reporting

Lesson Learned: Government should specify the information required from the service
providers relative to transition progress as opposed to the method by which it is
delivered. Further, how information is captured and presented by the service provider
and GSA needs to be carefully documented for the Agencies and the Agencies need to
be flexible as to how they can manipulate and use this data.

LL3 - Different Government-Wide Reporting Structures

Lesson learned: The process used for monitoring the installation of new services was
not done in a consistent manner; therefore, effective transition metrics should be
established and agreed upon by all transition stakeholders prior to contract award.

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                 Appendix D: Transition Contract Support Vehicles

In preparing for transition to Networx, as well as executing transition activities, Agencies
will likely need to acquire additional resources to handle the workload associated with
transition. The contract support vehicles identified in this Appendix have been
developed as a high-level guide to Agencies to provide information on existing GWAC
and FSS contracts.

As the Government prepares for transition to the Networx Contract there will likely be
requirements for program and technical support needed by the Agencies throughout the
transition effort. As such, GSA has sought to identify alternatives for sources similar
transition support provided during previous transition efforts of this magnitude (i.e.,
Transition Management Support and Telecommunications Support Contract 2

The information contained within this document is shared within the public domain and
is not intended to advocate specific contractual vehicles. All information discussed is
presented to provide GSA and its Agencies assistance in identifying available
Government-Wide Acquisition Contracts (GWACs) applicable for providing the type of
support needed in the transition effort. Specifically, the respective areas of support
required by the Government will likely include any of the following areas:

       Telecommunications Planning and/or Transition Support
       Program Management Support
       Engineering and Analytical Support
       Design and Engineering Support
       Acquisition Support
       Installation, Integration and Implementation
       Customer Support
       Operations and Maintenance Support

Agencies should decide whether these support services applicable for transition to
Networx can best be sourced using either in-house Government resources or
outsourced to applicable vendors via respective GWAC vehicles.

Although GSA has not created specific contract vehicles to offer support to Agencies
throughout the transition from FTS2001 to Networx, there are a number of GWACs
available to Agencies in need of support as noted in the table below.

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                   GWACs Available to Support Networx Transition

Name          Description               Services                      Applicable Labor        Contractor(s)
Connections   8-year (i.e., 3 base      1. Equipment &                 Site Manager           ATS
              years +5 one-year         Services – includes            Quality Assurance      Booz Allen
              options) Government-      equipment or services           Engineer                Hamilton
              wide, Multiple Award,     that could be used to          Network Systems        Centech
              Indefinite-Delivery       evolve the Agency's             Manager                EDS
              Indefinite-Quantity       telecommunications             Communication          EPS
              contract. More than       infrastructure                  Analyst                GTI
              half of the Awardees                                     Configuration          ISS
              are small businesses.     2. Support Services –           Management             MC Dean
              There are countless       includes many different         Specialist             MAI
              product manufacturers     services in support of the
              and subcontractors                                                               ManTech
                                        telecommunications                                     NextiraOne
              available.                infrastructure, offered
                                                                                               Omega
                                        within three basic areas:
                                                                                               SAIC
                                        Professional, Technical,
                                        and E-Business                                         SBC
                                                                                               SETA
                                                                                               Signal
                                        3. Solutions – includes
                                        turn-key solutions that are
                                        characterized by                                       Verizon
                                        integrators and managed
Millenia      Consists of nine           1. Communications –           Sr. Subject Matter     Booz Allen
              Indefinite                 Definition, design,            Expert                  Hamilton
              Delivery/Indefinite        implementation, and           Emerging Technology    CSC
              Quantity (IDIQ)            management of digital          Expert                 CSC Systems
              Contracts which are        and integrated or linked      Senior IT Analyst       and Solutions,
              accessible to all          communications                Junior IT Analyst       LLC
              Federal Government         systems                       Senior Technician      Lockheed
              Agencies. Millenia                                       Technician              Martin
              provides IT services,     2. Software Engineering                                 Services, Inc.
              including ancillary       – Managing software                                    Northrop
              hardware, software and    from initial conception                                 Grumman
              firmware.                 and planning, through                                   Information
                                        design and                                              Technology,
                                        development, to                                         Inc.
                                        conversion, maintenance                                Raytheon
                                        and improvement                                         Technical
                                        3. Systems Integration –                                Company
                                        All activities needed to                               SAIC
                                        develop and initiate                                   SRA
                                        automated information                                  Unisys
                                        systems                                                 Corporation

ANSWER*       $25 Billion Multiple      1. Infrastructure &             Site Manager          Anteon
              Award/ Indefinite         Operations - Facilities         Info Sys Admin and     Corporation
              Delivery Indefinite       planning, design,                 Planning Manager     Booz Allen
              Quantity                  relocations &                   Strategic Planner      Hamilton
              (MA/IDIQ) contract that   management.                     Technician            CSC

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Name           Description                Services                       Applicable Labor           Contractor(s)
               provides IT solutions      LAN/MAN/WAN systems,             Technical Subject        CSC Systems
               that deliver the best      voice                             Matter Expert             and Solutions,
               value and innovation to    communication/telephony          Network Engineer          LLC
               support client missions    systems, network                 Network Systems          Information
               worldwide                  management, and others.           Manager                   Systems
                                                                           Network Systems           Support, Inc.
                                          2. Information Systems -          Administrator             (ISS)
                                          Database management              Telecommunication        ITS Corp.
                                          systems, web site                 Integration Engineer     L-3
                                          development &                    Communication             Government
                                          maintenance, information          Facility Engineer         Services Inc.
                                          assurance, and others.           Quality Assurance         (L-3 GSI)
                                                                            Specialist               Northrop
                                          3. Telecommunications -          Test Engineer             Grumman IT
                                          Call center engineering,         Senior Project           TASC, Inc.
                                          network switching &               Manager                  SAIC
                                          signaling systems,               Data Communication
                                          intelligent network               Manager
                                          systems, billing &               Voice
                                          customer support                  Communication
                                          systems, network                  Manager \
                                          security/information             Business Continuity
                                          protection, emergency             Planning Manager
                                          response planning &
                                          operations, market
                                          strategy, research &
                                          analysis, competitive
                                          reengineering, and

IT             Under GSA FSS IT           1. IT Strategic Planning         Program Manager         Approx. 5,000
Professional   Schedule 70                and Management –                 Project Manager         vendors – list
Services       contractors are able to    includes all expertise to        Subject Matter Expert   available via
Schedule       supply the full range of   ensure that the Agency's          1-3                     WWW.GSA.GOV
(FSS)          IT professional services   foundation and direction         Business Process
               to all Federal             in the application of IT are      Engineer
               Government Agencies        well-defined, efficient,         Financial Analyst
               on a fee-for-service       and consistent with              Senior Systems
               basis. Contract periods    commercial and                    Engineer
               are five years, plus       Government best                  Telecom Systems
               three separate five        practices and legislation.        Analyst
               year option periods.
                                                                           Telecom Operations
                                          2. IT Systems Analysis –          Specialist
                                          includes analysis                Communications
                                          services are designed to          Network Manager
                                          ensure they meet IT              Communications
                                          investments are focused           Specialist
                                          information systems and          Help Desk Manager
                                                                           Project Control
                                          networks that solve the
                                          Agency's problems.
                                                                           Technical

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Name       Description                Services                      Applicable Labor           Contractor(s)
                                      3. IT Systems                     Writer/Editor
                                      Engineering – includes          Systems Design
                                      system engineering                Engineer
                                      services ensure that            Systems Security
                                      information systems and           Expert
                                      telecommunications              IT Consultant
                                      networks are designed to        Functional Expert
                                      capitalize on Agency              Consultant
                                      architectures and IT
                                      standards, to provide
                                      interoperability with other
                                      systems and networks, to
                                      be reliable and
CIOSP2     The National Institutes     1. Equipment &                   Program Manager        AST, Inc.
(HHS)      of Health (NIH)             Services – includes              Project Manager        ALTS
           maintains an IDIQ           equipment or services            Telecom Engineer        Systems
           contract for acquiring a    that could be used to            Disaster Recovery      Aquilent
           wide range of IT            evolve the Agency's               Specialist             Booz Allen
           products and services       telecommunications               Communications          Hamilton
           for NIH and all other       infrastructure                    Software Specialist    CRC
           Federal Agencies. The                                        Communications         Calibre
           geographic scope of        2. Support Services –              Hardware Specialist     Systems
           this requirement           includes many different           Quality Assurance      Cap Gemini
           includes the United        services in support of the         Specialist              E&Y
           States and abroad.         telecommunications                Technical              Cerokee
                                      infrastructure, offered            Writer/Editor           Information
                                      within three basic areas:         Cost Analyst            Services
                                      Professional, Technical,                                  CSI, Inc.
                                      and E-Business                                            COMSYS
                                                                                                DST, Inc.
                                      3. Solutions – includes                                   GMR, Inc.
                                      turn-key solutions that are                               IBM
                                      characterized by                                          Intekras
                                      integrators and managed
                                                                                                Insight
                                                                                                James
                                                                                                 ns, Inc.
                                                                                                JIL
                                                                                                KRA Corp.
                                                                                                LMR, Inc.
                                                                                                Management
                                                                                                MicroTech
                                                                                                MCCS, Inc.

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Name       Description             Services                    Applicable Labor         Contractor(s)
                                                                                         Millenium
                                                                                          Solutions, Inc.
                                                                                         NCI
                                                                                          Systems, Inc.
                                                                                         Siemens
                                                                                         SBSI
                                                                                         TAJ
                                                                                         Vistronix, Inc.
                                                                                         Xtria LLC

MOBIS      Management,             1. Consulting Services –       Officer              Too many to list
           Organizational and      includes expert advice,        Principal            (over 1600
           Business Improvement    assistance, guidance or        Senior Associate     contractors total)
           Services (MOBIS) is a   counseling in support of       Associate
           Federal Supply          management,                    Senior Consultant
           Schedule offered to     organizational and             Consultant
           Federal Agencies by     business improvement           Researcher Analyst
           GSA to provide them     efforts
                                                                  Support Staff
           with a streamlined
                                                                  Others…
           procurement device to   2. Facilitation Services
           access management       – includes decision
           services for the        support services to
           implementation of       Agencies engaging in
           quality management      collaboration efforts,
           and other related       working groups or
           system change           integrated product,
           processes.              process or self-directed

                                   3. Survey Services –
                                   includes expert
                                   consultation, assistance
                                   and deliverables
                                   associated with all
                                   aspects of surveying
                                   within the context of

                                   4. Training Services –
                                   includes off-the-shelf or
                                   customized training
                                   packages to meet
                                   specific Agency needs
                                   related to management,
                                   organizational and
                                   business improvement

                                   5. Support Products –

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Name       Description                Services                    Applicable Labor         Contractor(s)
                                      includes items used in
                                      support of services
                                      described, to include
                                      workbooks, training
                                      manuals, etc.

                                      6. Privatization Support
                                      Services and
                                      Documentation (A76) –
                                      includes expert advice,
                                      consultation, assistance
                                      and documentation in
                                      support of studies
                                      conducted under OMB
                                      Circular A-76 or other
                                      activities studies,
                                      projects, or efforts

                                      7. Program Integration
                                      and Project
                                      Management Services –
                                      includes services to
                                      manage and integrate
                                      various management
                                      and business
                                      improvement programs
                                      and projects
PES        Professional               1. Strategic Planning for     Program Manager       Too many to list
           Engineering Services       Technology                    Project Manager       (over 700
           (PES) is designed to       Programs/Activities –         Requirements          contractors total)
           simplify the acquisition   includes the expertise         Engineer
           of professional            necessary to define and       Design Engineer
           engineering services in    interpret high-level          Test Engineer
           thousands of technical     organizational                Logistics Engineer
           areas.                     engineering performance       Operations/Research
                                      requirements                   Analyst
                                                                    Management Analyst
                                      2. Concept                    Financial Analyst
                                      Development and               Trainer
                                      Requirements Analysis
                                                                    Support Specialist
                                      – includes the ability to
                                                                    Project Control
                                      conduct abstract or
                                      conceptual studies and
                                                                    Information
                                      analyses, define
                                      requirements, develop
                                      preliminary plans and         Functional Expert
                                      evaluate alternative           Consultant
                                      technical approaches

                                      3. System Design,
                                      Engineering and
                                      Integration – includes

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Name       Description                 Services                     Applicable Labor         Contractor(s)
                                       translating the project
                                       concept into a
                                       preliminary and detailed
                                       design, performing risk
                                       identification, analysis,
                                       and mitigation, as well
                                       as integrating the
                                       various components into
                                       a working prototype

                                       4. Test and Evaluation –
                                       includes the application
                                       of various techniques for
                                       demonstrating that a
                                       prototype performs in
                                       accordance with the
                                       objectives outlined in the
                                       original design

                                       5. Integrated Logistics
                                       Support – includes the
                                       analysis, planning, and
                                       design of all engineering
                                       specific logistics support

                                       6. Acquisition and Life
                                       Cycle Management –
                                       includes the
                                       performance of planning,
                                       budgetary, contract and
                                       program management
                                       execution functions
                                       required to produce,
                                       render operational, and
                                       provide life cycle support
                                       to technology-based
ITSP II    The Information             1. General Purpose            Network Installation   Over 5000
           Technology Services         Commercial Information          Technician            contractors
           Program (ITSP) II is        Technology Equipment,         Telecommunications
           designed to provide the     Software, and Services          Network Engineer
           United States Air           – includes the full range     Telecommunications
           Force, Electronic           of Information                  Analyst
           Systems Center (ESC)        Technology professional       Telecommunications
           with a wide range of        services to work cost-          Operations
           commercially available      effectively, improve            Specialist
           information technology      Agency mission                Communications
           support services for        performance, and                Network Manager
           new and existing            enhance the quality of        Communications
           systems. The ITSP           service to Agency               Specialist
           BPA is not a contract; it   customers                     Quality Assurance
           is a written agreement                                      Specialist
           based on existing GSA       2. Financial and              Information

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Name       Description                Services                     Applicable Labor        Contractor(s)
           schedules that set forth   Business Solutions –            Technology Subject
           the clauses that apply     includes a full range of        Matter Expert
           to future delivery/task    auditing and financial
           orders.                    management
                                      professional services to
                                      all Federal Government
                                      Agencies on a fee-for-
                                      service basis

                                      3. Logistics Worldwide
                                      – includes all aspects of
                                      logistics, including
                                      supply and value chain
                                      acquisition, distribution
                                      and transportation,
                                      deployment and training
ITS        Information Technology     1. Enterprise IT Policy       Network Manager        Multiple
           Services (ITS) is a        and Planning – includes       Network
           blanket purchase           the review of current          Administrator
           agreement (BPA)            policy and evaluation of      Communications
           designed to provide the    future IT needs                Technician
           Department of Defense                                    Network Equipment
           with a wide range of       2. Integrated Solutions        Tech
           commercially available     Management – includes         Network Integration
           information technology     the thorough analysis of       Specialist
           support services for       disparate systems, and        Electronics Tech
           new and existing           provides solutions to         Communications
           systems.                   facilitate seamless            Engineer
                                      integration                   Quality Assurance
                                      3. Performance
                                      Benchmarking –
                                      includes the review of
                                      current operating
                                      procedures and

                                      4. Requirements
                                      Analysis – includes a
                                      detailed evaluation of
                                      current environment
                                      versus desired state

                                      5. Test and Evaluation
                                      – includes the
                                      application of various
                                      techniques for
                                      demonstrating that a
                                      prototype performs in
                                      accordance with the
                                      objectives outlined in the
                                      original design

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Name         Description               Services                     Applicable Labor   Contractor(s)
ITSS         The Department of the     1. Enterprise IT Policy                        
             Navy may use this         and Planning – includes
             Blanket Purchase          the review of current
             Agreement (BPA) to        policy and evaluation of
             acquire a wide range of   future IT needs
             commercially available
             information technology    2. Integrated Solutions
             support services for      Management – includes
             new and existing          the thorough analysis of
             systems.                  disparate systems, and
                                       provides solutions to
                                       facilitate seamless

                                       3. Performance
                                       Benchmarking –
                                       includes the review of
                                       current operating
                                       procedures and

                                       4. Requirements
                                       Analysis – includes a
                                       detailed evaluation of
                                       current environment
                                       versus desired state

                                       5. Test and Evaluation
                                       – includes the
                                       application of various
                                       techniques for
                                       demonstrating that a
                                       prototype performs in
                                       accordance with the
                                       objectives outlined in the
                                       original design

*Note: Asterisk indicates contract expiration late 2008

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                                                 Appendix E: Responsibility Matrix

       ROLE               GSA LEAD              OTHER GSA                  CONSULTANTS                       MAJOR TASKS
Transition Manager    Richard Williams
Transition Planning   Debbie Hren           Fred Adams            Sharon Dantzig, Noblis        TSMP Development and Maintenance;
and Management                              Hillary Parlow        Rod Hahn, Noblis              Contractors‘ TMPs; TWG and TM
                                            Gary Koch             Jim Hott, Noblis              Interface; TM Management ; Transition
                                                                  Caroline Inglefield, Noblis   Cost Estimate, Reporting,
                                                                                                Reimbursement and Inventory
                                                                  Beth Burch, Apptis            Task 0002 – Strategic Guidance (TMP
                                                                  LaToya Jenkins, Apptis        Review, Transition Training Plan,
                                                                                                Transition Training Handbook, Vendor
                                                                                                Performance Reports)
                                                                  Phil Beasley, CACI            Task 0003 – Customer Outreach (Agency
                                                                  Mike Edwards, CACI            Transition Planning, selection of services)
                                                                  Valerie Callaway, CACI
Regional Services     Paulette Gemmer                                                           Task 0002 – Strategic Guidance (TMP
Transition                                                                                      Reviews)Task 0006 – TCC Operations
Coordinator                                                       Phil Beasley, CACI            Task 0003 – Customer Outreach (Site
                                                                  Mike Edwards, CACI            Transition Plan and Survey Templates)

                                                                  Jo Brown, GTI                 Task 0004 – Cutover Monitoring and
                                                                  Joe Hester, GTI               Support (Cutover Procedures, Templates
                                                                                                and Checklists)
                                                                                                Task 0006C – TCC Operations
                                                                                                (Communication Package for the
                                                                  Herman Graham, Apptis         Regional Services Transition Support
                                                                  Joy Shelton, Apptis           Contract
GSA/TCC DAR           Hillary Parlow, DAR   Hillary Parlow, DAR                                 Ordering FTS2001 and Networx services,
                      Administrator                                                             particularly Disconnect Reports and
TCC Manager           Debbie Hren                                 Rod Hahn, Noblis              TCC guidance, staffing, schedule,
                                                                  Sharon Dantzig, Noblis        problem resolution
                                                                  Alan Michels, Apptis          Task 0001 – Task Order Management,
                                                                  Jeff Randall, CACI            Contract Administration and Financials
                                                                  Chuck Brock, GTI

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     ROLE              GSA LEAD       OTHER GSA            CONSULTANTS                    MAJOR TASKS
TCC COTR           Dan Scott                      Alan Michels, Apptis        Task 0001 – Task Order Management
                   Primary                        Jeff Randall, CACI          Contract Administration and Financials
                                                  Chuck Brock, GTI
TCC Systems        Fred Adams     Jason Ji        Mike Edwards, CACI          Task 0003 – Customer Outreach (Web
Support                                           Valerie Callaway, CACI      site design and content, TIP design,
                                                  Phil Beasley, CACI          implementation, operations and data
                                                  Pixstar                     administration)
TCC Operations     Debbie Hren    Jason Ji        Clyde Bowie, Apptis         Task 0006 – TCC Operations (SOPs,
                                                  Kate Halstead, Apptis       Plans, e.g., PM, QA, CM,
                                                                              Communications, TCC Regional Liaison,
                                                  Hayden Sears, Apptis        Web Site Requirements, Web Site
                                                  Marcia Musselman, Apptis    Content Updates)
                                                  Katryn Richardson, Apptis
                                                                              Task 0007 – Transition Tracking and
                                                  Tom Hartsock, CACI          Task 0003 – Customer Outreach
                                                  Mike Edwards, CACI
                                                  Phil Beasley, CACI
                                                  Valerie Callaway, CACI
                                                  Dick Higdon, CACI
                                                  Ken Palmer, GTITony         Task 0008 – Tier 2 and 3 Help Desk
                                                  Christiansen, GTI           Support
                                                  Frank Titus-Rogan

TCC PM&C           Dan Scott                      Clyde Bowie, Apptis         Task 0006 – TCC Operations
                                                  Beth Burch, Apptis          Transition Master Schedule; Configuration
                                                  Rod Hahn, Noblis            Management, Deliverables Tracking;
                                                                              COOP Plan

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     ROLE             GSA LEAD        OTHER GSA            CONSULTANTS                              MAJOR TASKS
TCC Cut Team       Debbie Hren    Fred Adams      Karl Straley, GTI                  Task 0004A – Cutover Monitoring and
                                                                                     Support (including periodic quality
                                  Jason Ji                                           checks)
                                                                                     Task 0004B – Review and comment on
                                                                                     Agency-prepared cutover procedures,
                                                                                     issues and conflicts upon direction from
                                                                                     the COTR.
                                                                                     Task 0004D – Prepare schedules, taking
                                                                                     into account all activities within a location
                                                                                     or region, to identify potential conflicts,
                                                                                     and review Agency cutover schedules
                                                                                     and identify and mediate any schedule
Help Desk          Jason Ji                       Sharon Dantzig, Noblis             Requirements and Change Control,
                                                  Van Andros, Noblis                 Contractor Interface
                                                  Rod Hahn, Noblis
                                                  LaTonya Morgan, Access             Tier 1 Support
                                                  Denise Hayes, Access Systems
                                                  Donald Kennard, Access Systems
                                                  Jennifer Schultz, Access Systems
                                                  Denise Spencer, Access Systems
                                                  Andrew Walker, Access Systems
                                                  Ken Palmer, GTI                    Task 0008 - Tier 2 and 3 Help Desk
                                                  Tony Christiansen, GTI             Support
                                                  Joann Brown, GTI
                                                  Frank Titus-Rogan, GTI
                                                  Tom Hartsock, CACI
TCC CO             George Davis                                                      Contracting Officer for Connections, TCC
                                                                                     Task Order, and Regional Task Order

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                                                  Denis e Hayes, Access Systems
                                                  Donald Kennard, Access Systems
                                                  Jennifer Schultz, Access Systems
                                                  Denis e Spencer, Access Systems
                                                  Andrew Walker, Access Systems
                                                  Ken Palmer, GTI                    Task 0008 - Tier 2 and 3 Help Desk
                                                  Tony Christiansen, GTI             Support
                                                  Joann Brown, GTI
                                                  Frank Titus-Rogan, GTI
                                                  Tom Hartsock, CACI
TCC CO             George Davis                                                      Cont racting Officer for Connections, TCC
                                                                                     Task Order, and Regional Task Order

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Description: Microtech Gsa Contract document sample